WELCOME/INTRODUCTIONThe Student Life staff welcomes your participation in the 2014 Graduate Assistant Orientation & Training Program. We hope the program will provide you with a unique opportunity to be Exposed, Engaged, Educated, and Empowered as members of the graduate staff. The graduate orientation and training is designed to Expose you to a wide range of diverse programming areas, activities and experiences; Engage you in advisory roles and relationships; Educate you inside and outside the classroom; and Empower you to reach your fullest potential as a Student Life Graduate Assistant!

It is our goal that the Student Life Graduate Assistant Orientation & Training experience will inspire, prepare and equip you to have a successful graduate assistant experience in the upcoming year!

To assist you in your professional development and transition as a member of the Student Life staff, we have developed the Student Life Graduate Assistant Training Notebook and Graduate Assistant Orientation Guidebook. The purpose of the Student Life Graduate Assistant Training Notebook and Graduate Assistant Orientation Guidebook is to highlight relevant information with regards to Student Life programs, services, resources, policies, and procedures associated with the department. The Student Life Office Graduate Training Manual has been designed as an informative, and interactive guide for SLO Graduate Assistants to utilize throughout their SLO staff orientation, development, and transition on the job.

The training manual is designed to provide SLO Graduate Assistants with opportunities for personal reflection, development, and training intended to further enhance your programming knowledge, training, and skill-sets in your role as a Student Life Graduate Assistant.

What to ExpectOver the next few weeks, as a SLO Graduate Assistant, you will be participating in an intensive training and orientation environment that will assist you making a smooth transition as a graduate assistant. SLO staff members will provide their professional expertise and supervision throughout your training and transition on your way to becoming a successful SLO Graduate Assistant at EIU. 

TABLE of CONTENTS

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Unit One:  Institutional Module    1.1            The University……………………………………………………    1.2            Student Affairs……………………………………………………    1.3          Office of Student Programs……………………………………….  1.4            Student Life……………………………………………………….  1.5            MLK Jr.  Union Operations & Overview……………………….  1.6            Campus Life/ Culture…………………………………  Unit Two:  Departmental Module              

2.1              Move--In   Transition………………………………………………               2.2             OSP Office Operations…………………………………………..2.3             SAC Office Operations…………………………………………..2.4              Roles, Responsibilities, Expectations…………………………..2.5              Job Description……………………………………………………  2.6              Programming Advisement Areas……………………………… 2.7              Team Styles……………………………………………………….  2.8              Skills/Preference Inventory……………………………………..2.9              Grad. Performance Appraisals/Assign…………………..……..  2.10          Assessment ……………………………………………………….  Unit Three:    Personal Development Module    3.1              Personal Mission Statment...........................................................3.2              Personal Wellness……………………………………………………………3.3              Personality Types/Work Styles………………………………….3.4              Leadership Values/Styles…………………………………………..            3.5              Effective Time Management……………………………………… 3.6              Managing Stress/Conflict…............................................................3.7              Working with Difficult People……………………………………3.8 Work Place Values...........................................................................    

Unit Four:  Student Development Module  4.1            Advising & Supervising………………………………………………………  4.2            Advisor Expectations & Roles……………………………………………….. 4.3            Student Expectations…………………………………………………………4.4            Valuing Diversity………………………………………………………….......

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4.5            Working with  Group   Dynamics………………………………………………  4.6            Getting the most Out of Student Leaders…………………………………. 4.7            Recruit/Retention/Program Student Leaders……………………………….          Unit Five:  Programmatic Module            5.1            Types and Appraisals to Programming…………………………………..….5.2              Student Fees Process/Allocation…………………………………………..….5.3              Fiscal Management & Accountability……………………………………..…..  5.4              Working w/Artists & Agents……....................................................................5.5              Contract Negotiations Process……………………………………………..…. 5.6              Facilities Management & Liability.....................................................................5.7 Risk Management Liability.................................................................................5.8 Effective Marketing & Promotions....................................................................5.9 Event Planning 101..............................................................................................5.10 Opening WBW Overview................................................................................

Unit Six: Personal/Professional Development Module 6.1 Staff Development................................................................................................... 6.2 Professional Associates............................................................................................ 6.3 Career Prep/Placement.............................................................................................

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UNIT ONE: Institutional Module

The UniversityStudent Affairs

Office of Student ProgramsStudent Life

MLK Jr. Union Operations and Information

Campus Culture

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1.1 THE UNIVERSITYEIU MISSION STATEMENT

Eastern Illinois University is a public comprehensive university that offers superior, accessible undergraduate and graduate education. Students learn the methods and results of free and rigorous inquiry in the arts, humanities, sciences, and professions, guided by a faculty known for its excellence in teaching, research, creative activity, and service. The University community is committed to diversity and inclusion and fosters opportunities for student-faculty scholarship and applied learning experiences within a student-centered campus culture. Throughout their education, students refine their abilities to reason and to communicate clearly so as to become responsible citizens and leaders.

1.2 STUDENT AFFAIRS

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President PerryEIU President

Derek MarkleyPresident Operations

Judy GorrellPresident Operations

Kelli DavisPresident

Operations

Bob MartinVice President of

University Advancement

Dr. Dan NadlerVice President Student Affairs

Dr. William Weber

Vice President of Business Affairs

Dr. Blair LordVice President of

Academic Affairs & Provost

All Academic CollegesAdmissions

Center for Academic Support & Achievement

Center for Academic Technology SupportFaculty Development

Graduate SchoolResearch & Sponsored

ProgramsHonors College

LibraryMinority Affairs

Records Registration

School of Continuing Education

WEIU

Mail ServicesRecords Management

Business OfficeBudget Office

Environmental Health and Safety

Facilities Planning and Management

Human ResourcesInformation Technology

ServicesProcurement,

Disbursements and Contract Services

AthleticsHealth Services

Student LifeFinancial Aid

New Student ProgramsUniversity PoliceUniversity Union

Student Legal ServicesCampus RecreationCounseling Center

Fraternities & SororitiesStudent Standards

Career ServicesTextbook Rental

Student Community Service

Alumni ServicesBoard of Trustees

PhilanthropyMarketing &

CommunicationsMedia RelationsEIU Foundation

Legislation Tracker

EIU Student Affairs Mission and Core Values

The Division of Student Affairs is committed to the development and growth of the whole student through a comprehensive network of high-quality professional services and programs which facilitate formal, informal, and collaborative learning. We strive to create a healthy and responsive community in which students learn to work together, develop relationships, broaden concerns for the welfare of others, and appreciate individual differences. Students are encouraged to balance their freedom with their responsibilities as they cultivate values of diversity, leadership and citizenship.

EIU Student Affairs Core Values:

CollaborationDiversityService

CitizenshipProfessionalism

Student Affairs Organizational Chart

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Dr. Dan Nadler

Vice President Student Affairs

Dr. Jenny Sipes

Assistant to Vice President Student

Holly CoxAdministrative

Aide

1.3 OFFICE of STUDENT PROGRAMS

The Office of Student Programs is the location in the Martin Luther King Jr University Union that is home to the following offices; Fraternity and Sorority Programs, Student Community Service and Student Life. The OSP is located on the 3rd floor of the Union in suite 3065.

OFFICE OF STUDENT PROGRAMSORGANIZATIONAL CHART

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TBDDirector Campus

Recreation

Jacquelyn Hines

Associate Director Counseling Center

Dean Harwood

Director Fraternities & Sororities

Dr. Heather Webb

Director Student Standards

Linda MooreDirector of Career

Services

Kimberly Moock

Director New Student Programs

Tom MichaelDirector of Athletics

Ceci BrinkerDirector Student Life

Mark HudsonDirector Housing &

Dining

Lynette DrakeDirector Health

Services

Adam DueUniversity Police

Chief

Cathy Englekes

Deputy Director University Union

Steve DavisStudent Legal

Services

Dr. Sheila Baker, M.D.

Director Medical Services

Rachel FisherDirector Student

Community Service

TBDDeputy Director Textbook Rental

1.4 STUDENT LIFEStudent Life Mission Statement

Through its programs and services the Eastern Illinois University Student Life Office provides a variety of co-curricular experiences that enrich the social, cultural, educational, and personal development of students; promotes student leadership, civic responsibility, and respect for diversity; empowers and engages students to reach their full potential in a welcoming and supportive environment.

Student Life Vision Statement

The Student Life Office seeks to compliment the academic mission of the university through collaborative relationships, programs and services that fosters student success, involvement, and governance.

Student Life Core Values

Collaboration – create partnerships that build a sense of communityInvolvement – engage in experiences that compliment the classroom

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Office of Student

Programs

Ceci BrinkerDirector

Student LifeRachel FisherDirectorStudent

Community Service TBD

Assistant Director

Student Life

Laurel FuquaSAC

Administrative ClerkOffice Manager

Carrie Klaphake

Grad Assistant

Dean HarwoodDirector

Fraternity/Sorority

Programs

Marcia Shambaugh

Office ManagerKatie

RaymondGrad

Denise LoveAdministrative

Aide

Brinton Vincent

Grad Assistant

Diana Ogbevire

Grad Assistant

Canaan Daniels

Grad Assistant

Crystal Brown Assistant

Tyler Micek

Grad Greek Court Grad

AssistantRocken

RollGrad

Assistant

Carrie Klaphake

Grad Assistant

Samantha Ulrich

Grad

STUDENTLIFE

SCSERVICES

F/S PROGRAM

Student-centeredness - focus on meeting needs and expectationsDiversity/Inclusiveness – value, accept and embrace diversityEmpowerment – value stakeholders, autonomy and decision-makingSocial Responsibility – be accountable for actions and behaviorsCivic and Community Engagement – serve and contribute to others’ well-being Innovative- promote positive programming

STUDENT LIFE OFFICE ORGANIZATIONAL CHART

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Ceci Brinker Director

Student Life

TBDInt. Assistant

DirectorStudent Life

Laurel FuquaSAC

Office ManagerAdministrative

Clerk

DianaOgbevire

Grad Assistant

Denise LoveSLO

AdministrativeAide

CarrieKlaphake

Grad Assistant

Canaan Daniels

Grad Assistant

RockenRoll

Grad Assistant

Brinton Vincent

Grad Assistant

1.5 MLK JR. UNION OPERATIONS AND INFORMATION

MLK Jr. UNION DEPARTMENTALSTAFF ORGANIZATIONAL CHART

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Cathy EngelkesDeputy Director

Ted HartAssistant Director

Colleen Peterlich

Assistant Director

Freddie Hall

Assistant

TBDBowling Alley Manager

Mitch CoeBookstore Manager

Angie HallowellOffice Administrator

TBDOffice Support Specialist

TBDGrad.

Assistant

Jon Crask Arts and Crafts

Coordinator

TBDGrad.

Assistant

Martin Luther King, Jr. – Business/Operations

Staff E-Mail Addresses

Ballinger, Rachel(Bookstore)rballinger@eiu.edu

Coe, Mitch(Bookstore Manager)mhcoe@eiu.edu

Crask, Jon(Copy Express)jlcrask@eiu.edu

Engelkes, Cathy(Deputy Director, University Union)cengelkes@eiu.edu

TBD(Copy Express)?????????????

Hall, Freddie(Assistant Director, University Union)fahall@eiu.edu

Hart, Ted

(Assistant Director, University Union)tehart@eiu.edu

TBD(Bookstore Assistant Manager)?????????????????????????

Hallowell, Angela(Business Operations Office)amhallowell@eiu.edu

Partenheimer, Kelly(Space Administrator)kpartenheimer@eiu.edu

Susie Ray(Ticket Office)slray@eiu.edu

Peterlich, Colleen(Assistant Director, University Union)crpeterlich@eiu.edu

Flynn, Bonita(Copy Express)

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TBDPrinting Productions

Assistant

Kelly Partenheimer

Space Administrator I

TBDAssistant Manager

TBDStaff Clerk

Susie RayCashier III

Rachel BallingerAcct. Tech II

Bonita FlynnPrinting Productions

Assistant

TBDGrad.

Assistant

TBDGrad.

Assistant

bjflynn@eiu.edu

Hellman, Ronnie

(Bowling Lanes Manager)rdhellman@eiu.edu

Departments Located in the MLK Jr. Union

MLK Jr. UnionThe Martin Luther King Jr. Union strives to provide services and programs in response to students’ physical and educational needs. The Union also seeks to serve the campus and community by providing a center for meetings, conferences, banquets and camps.

Housing and Dining ServicesHousing & Dining Services at Eastern Illinois University strives to create an educational and nurturing environment conducive to diverse learning opportunities and receptive to the needs of our students and guests in a manner that is congruent with the overall mission of the university.

Student StandardsThe Office of Student Standards holds EIU students to the standards of behavior contained in the Student Conduct Code, which exemplify personal integrity and ethical behavior and which advance the mission of the University, its traditions and values. Certain situations occurring off-campus and academic integrity violations are within the purview of the Code. The office assists in resolving allegations of Student Conduct Code violations through the University’s disciplinary system in order to preserve and support the educational mission of the University.

Student Life OfficeThrough its programs and services the Student Life Office provides a variety of co-curricular experiences that enrich the social, cultural, educational and personal development of students; promotes student leadership, civic responsibility, and respect for diversity; empowers and engages students to reach their full potential in a welcoming and supportive environment.

Fraternity and Sorority ProgramsThe Greek community is advised through the Fraternity & Sorority Programs Department. The office strives to build a cohesive and respected community that honors and upholds the Greek traditions at EIU.

Student Community Service

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The Student Community Services Department strives to connect students and organizations seeking volunteer opportunities throughout the Charleston and surrounding communities. The goal of Student Community Services is to facilitate the interaction among EIU students, faculty, staff and the Charleston community these groups thereby promoting student volunteerism.

Student Legal ServicesStudent Legal Services is a student-funded office which provides legal assistance to fee-paying EIU students. It offers advice and/or referral in most legal matters affecting EIU students, and can assist in identifying and resolving EIU student legal problems.

New Student ProgramsThe New Student Programs Office offers new and transfer EIU students a smooth transition into University life by providing information pertaining to their academic, social and personal adjustment to university life. The office provides on-going programs and services that support new students and families in transition to EIU by connecting students to university resources and people; acquainting new students with institutional expectations and values; promoting learning and discovery both inside and outside of the classroom.

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General Union Information

Union Business Operations OfficeMonday - Friday: 8:00am - 4:30pmPh: (217) 581-3616/3617Fax: (217) 581-7064E-mail: cengelkes@eiu.edu

Campus Scheduling OfficeMonday - Friday: 8:00am - 4:30pmPh: (217) 581-3861/7037Fax: (217) 581-7064E-mail: camsched@eiu.edu

Office of Student ProgramsMonday – Friday: 8:00am – 4:30pmPh: (217) 581-3829Ph: (217) 581-3967Fax(217) 581- E-mail: cbrinker@eiu.edurzfisher@eiu.edu drharwood@eiu.edu

Union BookstoreMonday – Thursday: 8:00am - 8:00pmFriday: 8:00am - 4:30pmSaturday: 10:00am – 5:00pmPh: (217) 581-6024Fax: (217) 5816625E-mail: mhcoe@eiu.edu

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The Bookstore offers a variety of products including school, office, and art supplies, Apple Computers, Greek merchandise, books, software, greeting cards, novelties, EIU clothing, sundries, beanie babies, and more. Outgoing United Parcel Service (UPS) mailings can be processed in the Bookstore. Fax service is also available. For more information, please call or e-mail the Bookstore. http://www.eiubookstore.com/

The Office of Student Programs is comprised of Fraternity and Sorority Programs, Student Community Service and Student Life. The OPS staff is available to assist EIU students, parents, and campus visitors by providing helpful information in person, by phone, or e-mail. The OSP is located in Room 316, third floor, east wing of the MLK Jr. Union. http://www.eiu.edu/~slo/

The Campus Scheduling Office does all of the facility scheduling for the Union and Campus, excluding residence halls. The Union can schedule banquets, wedding receptions, conferences, and meetings to accommodate almost any size group. The Union has two ballrooms (banquet rooms), seven meeting rooms, and nine conference rooms for you to choose from. If you would like to schedule a facility or request additional information, please contact the Scheduling Office by telephone or e-mail. http://www.eiu.edu/~union/camsched.html

The Union Business Office is the hub of the Union. If you have questions concerning the Union or University, the Union Business Office can assist you or redirect your call to the appropriate office. The Business Office organizes Family Weekend events held in the Union, and they are able to assist you with any Family Weekend question you might have. The Union Business Office is located in Room 2420 of the Union (located on the Bridge Lounge - second floor). http://www.eiu.edu/~union/business.html

Bowling Lanes and Recreation AreaMonday - Thursday: 9:00am - 11:00pmFriday: 10:00am - 1:00amSaturday: Noon – 1:00am Sunday: 1:00pm - 11:00pmPh: (217) 581-7457Fax :( 217) 581-7064E-mail: tataflinger@eiu.edu

Campus BankFirst Mid-Illinois Bank & TrustMonday – Friday: 10:00am - 4:00pmSaturday: Noon - 3:00pmPh: (217)345-8340Fax: (217)345-8342FDIC Insured

Copy ExpressFriday: 7:30am - 5:00pmSaturday: 12:00pm - 4:00pmSunday: 6:00pm - 10:00pmPh: (217)581-3820Fax: (217)581-7064E-mail: tehart@eiu.edu

Panther PantryMonday - Thursday 8:00am - 7:00pmFriday 8:00am - 5:00pmSaturday 10:00am - 4:00pmSunday 12:00pm - 4:00pmPh: (217)581-8314Fax: (217)581-7064E-mail: cengelkes@eiu.edu

Union Ticket Office and Bus ServiceMonday – Friday: 10:00am – 3:00pmPh: (217)581-7458/5122Fax: (217)581-7064E-mail: cengelkes@eiu.edu

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The Bowling Lanes & Rec. Area is located on the first floor in the west building. The Rec. Area includes several pool tables, video games, and snacks for your pleasure. The Bowling Lanes offers leagues for any age, and EIU bowling classes are held in the Union Bowling Lanes. Extreme Cosmic Bowling on Friday & Saturday evenings from 10pm - 1am. Stop by the Bowling Lanes or call for more information. http://www.eiu.edu/~union/bowling.html

First Mid-Illinois Bank & Trust is located on the second floor in the west wing of the University Union. First Mid offers a variety of services, such as Panther checking, for students. For further information, pleases call or e-mail First Mid-Illinois Bank & Trust. Panther checking includes no monthly fee, no minimum balance as well as free usage of any of our ATM’s. We also offer free telephone and online banking as well as check cashing services. http://www.firstmid.com

Copy Express is located on the second floor in the east wing of the University Union. More than just a quick copy shop, we offer full color copies, transparencies, typing, printing, binding, and a complete fax service. We also offer large format printing, banners, wood paddles and laminating.http://www.eiu.edu/~copyexp/

The Panther Pantry is located on the main level in the east wing of the University Union, and offers soda, pretzels, nachos, chips, gum, candy bars, bulk candy, newspapers, juices, slushies and bottled water. Krispy Kreme donuts are available once a week. The Panther Pantry also offers a cake and balloon delivery service for almost any occasion. For more information, please call the Panther Pantry or stop by.http://www.eiu.edu/~union/pantherpantry.html

The Union Ticket Office is located on the second floor in the west wing of the University Union. The Ticket Office sells tickets for all University Board events, including concerts, lectures, plays, and speakers. The Ticket Office sells bus tickets for the Chicago areas. Contact the Ticket Office for further information. http://www.eiu.edu/~union/busservice.html

Hair SalonTuesday 10:00am – 9:30pm

7th Street Underground

Java Beanery and BakeryMonday – Thursday: 7:00am - 7:00pmFriday: 7:00am - 4:30pm

University Food CourtMonday – Friday: 7:30am – 11:00pm.Saturday & Sunday: 10:00am – 11:00pmE-mail:

University Vending LoungeOpen 24 hours, 7 days a week

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For appointments call: 309-862-3554 or go on-line at www.BarberNow.com The Union Hair Salon offers a variety of hair care services including the following: shampoo/set; haircut/trims; perm/relaxer; tints/dyes; and many special ethnic hair styles. Our services are available to all students, males and females. The Hair Salon is located on the lower level in the west wing of the University Union.

JAVA’S menu consists of a variety of gourmet items to meet the most discriminating tastes such as: coffee products from Seattle’s Best Coffees, cappuccinos & espressos, gourmet baked goods and ice creams as well as other confections. The setting is a comfortable atmosphere good for breaks, get-togethers, and good times. Java B & B is located in the east bldg., first floor, of the Martin Luther King, Jr. University Union across from the Union Bookstore.

The University food court is located in the west wing, second floor of the Martin Luther King Jr. University Union. Chick-Fil-a Express® offers an array of sandwiches, chicken strips/nuggets, salads, freshly squeezed lemonade and country-style breakfast. Subway ® on Campus offers an array of deli-style sandwiches, cookies, and chips. The Charleston Market serves up an array of Mexican, Asian, Italian and good ole’ fashioned foods like fried chicken, mashed potatoes, and macaroni and cheese. Connie’s Pizza offers a selection of 8”/14” pizzas and stuffed Foccacia Bread. Also located in the food court are Panther Grille and Grab N’ Go.

http://www.eiu.edu/~union/foodcourt.html

Located in the lower level, 7th Street Underground is the newest night spot at EIU. Pull up a seat and enjoy popular bands, student acts, comedians, and much more. Just go there to have fun with friends, drinks, and snacks, during the performance. Showcasing different types of campus entertainment at least three times a week, 7th Street Underground is operated in the MLK, Jr. Union. For more information about upcoming events and programs, call the University Board Hotline at 581-5117.

The Union Vending Lounge is located on the first floor in the east wing of the Martin Luther King, Jr. University Union. The Vending Lounge offers a relaxed environment where students come to relax, study, or socialize with friends. The Vending Lounge has been recently remodeled with better seating, improved lighting, and a wider variety of drinks and snacks. Stop by the Vending Lounge – it’s open all the time.

Panther CateringMonday-Friday 8am-4:30pmPh: (217) 581-6082Ph: (217) 581-5326Fax: (217) 581-6489

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Panther Catering is located in the Martin Luther King Jr., University Union. We provide catered breakfasts, lunches, dinners, and hors d’oeuvres for meetings or special events. A larger number of options are available to our guests whether you are planning a conference, working lunch, or a wedding.

We offer an outstanding array of food, beverages, and services to meet the varied needs of the Eastern Illinois University community as well as other valued customers from the Mattoon-Charleston area.

The menu is available on-line at: http://www.eiu.edu/~dining/

The next few pages will contain forms that you will use while working with different areas within the University Union.

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This form is typically used for larger copy jobs in the Studio. Homecoming and Pageant Booklets are our most common need. You would get this form from the Studio when placing the order.

The Copy Express Charge Form is a very common formed used by the office and our Student Groups. This form is received when you go to copy express to place and order the top is white with a yellow bottom. You will need to make sure the financial person for the account being charged receives the yellow copy. This will help them keep an accurate account of all copy charges. Make sure that you write a detailed description opposed to just writing flyer write Spring Fling Flyer or iLead workshop flyer.

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The next form will also be a frequently used form, Request for Space Form. This form is used to reserve all spaces on campus with the exception of the Residence Halls. This form is double sided and allows for you to make all necessary requests needed within the space. These forms are available in the scheduling/business office of the union. It is also recommended that you keep a few of these forms on hand.

The unusual event form is needed for any event taking place outside on campus (any quads or campus pavilion), McAfee, or Lantz Arena. These forms need to be filled out in advance as they have to be approved by 5 people. Additionally if the event requires a food permit the unusual event form will not be approved without the permit.

1.6 CAMPUS LIFE/CULTURE HistoryEastern Illinois University has undergone a vast transformation during its first 75 years. Like many state schools throughout the U.S. EIU went through 4-stages of name change and development – 1899-1921 Eastern Illinois Normal School, 1921- Eastern Illinois State Teacher’s College, 1947 – Eastern Illinois State College, and in 1957 Eastern Illinois University.

Beginning in one building on a 40-acre campus valued at $227,000, it grew to a campus of 316 acres with 35 modern buildings valued at some $61,000,000. Eastern started as an institution whose main purpose was to train teachers for the schools of East Central Illinois, but in three quarters of a century it grew into a full fledged university composed of one college, and seven schools, including a strong graduate school. From a faculty of 18 and a student body of 125 in 1899, the number of students rose to more

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This form is used for any student group hosting a union party. If this form is not completed on the Monday prior to the dance the dance will be cancelled.

than 8,000 and the faculty reached nearly 600 by 1973-74. In physical appearance,programing, excellence of faculty, and public service, the changes at Eastern have been dramatic.

Organization of the UniversityEastern Illinois University is governed by its own Board of Trustees. The President is responsible for the operation and general welfare of the University.

The University is organized into four areas, each headed by a vice president: Academic Affairs, Business Affairs, External Relations, and Student Affairs. The primary academic units include the College of Arts and Humanities; the Lumpkin College of Business and Applied Sciences; the College of Education and Professional Studies; the College of Sciences; the Graduate School; Honors College; International Students and Scholars;, Research and Sponsored Programs; and the School of Continuing Education.

Faculty and students participate in University affairs through membership on the Faculty Senate, Student Senate, Staff Senate, and academic and administrative councils and committees. These groups, most of which have both student and faculty members, consider and recommend policies and procedures to the President of the University.

EIU at a GlanceLocation: 600 Lincoln Ave., Charleston, Ill. (Map; Directions)Campus Size: 320 acres (Campus Map)Year Founded: 1895Campus Enrollment - Year Under-Graduate Graduate Total FTE 2013 8,347 1,428 9,775 8,481

Degrees Conferred - Fiscal Year Bachelors PBC* Masters Specialist Total * Post Bachelors Cert. 2013 2,238 16 545 38 2,837

Demographics – Undergraduate/Graduate Students Admissions - Fall 2013

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American Indian or Alaska Native – 17/21

Asian – 68/19 Black or African American – 1494/93

Hispanic – 407/30 International – 71/140

Multiple – 154/12

Native Hawaiian or Other Pacific Islander – 5/1

Unknown/Not reported – 249/14

White – 5884/1114

Total Undergrad - 8347

Total Grad - 1083 TOTAL - 9775

Administrators:•President: William L. Perry•Provost and Vice President for Academic Affairs: Blair M. Lord•Vice President for Business Affairs: William V. Weber•Vice President for Student Affairs: Daniel P. Nadler•Vice President for University Advancement: Robert K. Martin

Governing Body: EIU Board of Trustees

Full Time Part-Time Administration 23 0 Other Professional 285 9 Civil Service 773 8 Faculty (includes chairs) 567 144 Total: 1,648 161

Residential Campus: Housing options include 11 residence halls, Greek Court, University Court and University Apartments.

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ACADEMICSEIU Enrollment: 9,775EIU Degrees Offered: Bachelor's, Master's and Specialist'sEIU Colleges and Schools:•College of Arts and Humanities•Lumpkin College of Business and Applied Sciences•College of Education and Professional Studies•College of Sciences•Graduate School•Honors College•School of Continuing Education

EIU Fields of Study: 47 undergraduate degree programs; 27 graduate degree programs; seven post-baccalaureate certificate programs.

EIU International Study: EIU welcomes many international students and provide opportunities for American students to study abroad.

National Student Exchange: EIU students may study at another NSE-member institution for up to a year; EIU is also a host school.

EIU Graduation Rate: 60 percentEIU Faculty-Student Ratio: 1:14

Accreditation: North Central Association of Colleges and Schools and National Council for Accreditation of Teacher Education

EIU Tuition and Fees: The following tuition rates are for new, EIU full-time students entering in Fall 2014. Undergraduate rates represent the cost of 15 semester hours per semester; graduate rates represent the cost of 14 semester hours per semester. Costs vary according to year of entry and state of residency; see this page for more specific information. These numbers reflect the annual cost (fall and spring semesters combined).•Undergraduate, In-State: $11,144•Undergraduate, Out-of-State*: $28,124•Graduate, In-State: $10,520•Graduate, Out-of-State: $21,608

* Residents of states bordering Illinois (Indiana, Iowa, Kentucky, Missouri and Wisconsin) pay in-state tuition rates for undergraduate courses.

EIU Housing: $8,300 to $9,358, depending on meal plan chosen. These numbers reflect the annual cost (fall and spring semesters combined).

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EIU POINTS OF PRIDE•Eastern prepares more undergraduates who go on to earn doctoral degrees than any other master's college/university in Illinois, according to a recent National Science Foundation survey. In addition to ranking first in the state, EIU ranks in the top 5 percent nationwide.

•The 2011 completion of the Renewable Energy Center, one of the largest biomass facilities in the country, has made the campus much more environmentally friendly at no cost to taxpayers -- the project will be fully covered by energy savings over the next two decades.

•The new Center for Clean Energy Research and Education will provide students and faculty hands-on research opportunities in cutting-edge technology.

•English faculty member David Raybin was named the 2011 Illinois Professor of the Year by The Carnegie Foundation for the Advancement of Teaching and the Council for Advancement and Support of Education, the only national program to recognize excellence in undergraduate teaching and mentoring.

•The Doudna Fine Arts Center combines state-of-the-art facilities for art, music and theatre students with top-quality cultural activities for the entire region.

•EIU is the first choice for more than 75 percent of new students in the Honors College, which attracts some of the best and brightest in the state.

•EIU Alumni satisfaction rate is 98 percent after one year from graduation and 99 percent after nine years from graduation. EIU Alumni number more than 86,000 across the nation.

EIU in the NFL: EIU has a strong alumni presence in the NFL, including alumnus Tony Romo, quarterback of the Dallas Cowboys; Sean Payton, head coach of the 2010 Super Bowl champion New Orleans Saints; and Mike Shanahan (who previously coached Denver to two Super Bowl championships), head coach of the Washington Redskins. EIU is also proud of our many alumni serving as assistant coaches in the NFL.

Other Notable EIU Alumni: former Illinois Gov. Jim Edgar; actors Burl Ives, Jerry Van Dyke, Joan Allen and John Malkovich; UFC champion Matt Hughes; Metropolitan Opera tenor Matthew Polenzani; Illinois and National Teacher of the Year Joe Fatheree; Pulitzer Prize-winning journalist Ted Gregory; Jimmy John's founder and chairman of the board Jimmy John Liautaud; ESPN radio personality John Jurkovic; former CNN sports anchor Larry Smith; former professional athletes Kevin Duckworth, Marty Pattin, Kevin Seitzer and Jeff Gossett; animal advocate Joan Embery; and many more.

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UNIT TWO: Departmental Module

Move-In TransitionOSP Office OperationsSAC Office Operations

Roles, Responsibilities, ExpectationsJob Descriptions

Programming Advisement AreasTeam Styles

Skills/Preference InventoryGrad Performance Appraisals/Assign

Assessment

2.1 OFFICE MOVE-IN/TRANSITION

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Welcome to EIU and thank you for joining a dynamic team of professionals in the Student Life Office focused on leading the way in successful student programming! You are joining a GREAT Student Life staff and we welcome your partnership, commitment and contributions to the continued success of our student leaders, programs, and services in the upcoming year!

Office transition is a process that begins the first few weeks on the job for new and returning Student Life Graduate Assistants. It is here that as a new or returning Student Life Office Graduate Assistant you will have the opportunity to make a positive first impression, establish graduate student expectations and gain a better understanding of your position. As the “New Kids on the Block,” you will learn that we set high standards and expectations for ourselves. To assist you in making your transition to the Student Life work environment, the follow tips are recommended:

1. Have a Positive AttitudeNothing works better -- in all situations -- than having and expressing a positive attitude. Let your enthusiasm for being part of the Student Life team, the department, and university show to everyone you interact with in the department.

2. Dress AppropriatelyYou should never underestimate the importance of dressing professionally or appropriately on the job in the Student Life Office. "Dress how you want people to perceive you because it plays a huge role in how you are initially respected and treated".

3. Show Your Team and School SpiritYou are now part of the Student Life Team, and teams work together to get the job done . Show loyalty to your co-workers and students.

4. Get to Know your Colleagues/ Co-WorkersNo one expects you to have everyone's name down pat by the end of the first day or week, but if you are bad with names, now is the time to research some of the neat memory-aid tricks you can try to use. Certainly, as soon as possible, learn the names of every member of your team. If you are in a situation in which you forget a person's name, the best solution is simply to apologize and ask the person's name again.

5. Ask Questions/Ask for HelpNo one expects you to have all of the answers or be afraid to make mistakes on your first days on the job -- nor that you know everything -- so, relax a bit, and always ask timely questions or ask for help when you need it. Remember that it's better to ask! Be cooperative, LISTEN, ask questions -- no one expects you to know everything -- and communicate openly with Student Life colleagues and supervisors.

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6. Take NotesUnless you have a photographic memory -consider taking notes on all the various aspects of your grad training. No matter how boring sessions may sound, be attentive to all information and activities associated with your orientation and training sessions. Nothing gets old faster than someone repeatedly asking how something works; such behavior shows a lack of attention to detail.

7. Be a Self-Starter; Take InitiativeIn most situations, in your first weeks of on-the-job transition, you will be given small doses of work -- to let you get your feet wet. As you finish assignments and are ready to handle an increased workload, take the initiative and ask for more assignments. Whatever you do, don't just sit there waiting for your next project. Be proactive. Don't wait for an assignment. Assert yourself in your on-the-job training, even though you don't know how to do it or what needs to be done.

8. Avoid Office Politics and GossipAs with any social organization, the workplace is full of rumors and gossip. Your mission is to be sure not to get caught-up in the office gossip or "Don't -- repeat -- don't solicit gossip." Try to stay out of the “office politics” for as long as possible.

9. Listen More than Talk"Listen, Listen, Listen . . . you have some very marketable skills and you are here to learn, grow and apply your skills professionally to help the Student Life Office achieve success.

10. Get Organized/Set GoalsIf you're one of those super-organized people, this tip will be easy for you. And as you look ahead, set goals for yourself -- and then strive to achieve them.

11.Keep Your Communication Lines “Open”Your colleagues are not mind-readers, so keep them informed throughout your transition of how you are doing especially in the early training and orientation days.

Meet and Network with Key Personnel in the Department, Division, & Institution "Network” - take advantage of every opportunity to network with key people on the departmental, divisional, and institutional level. Continue to manage and grow

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your network of colleagues and peers because you never know when an opportunity for support, encouragement and advice may arise.

2.2 OFFICE of STUDENT PROGAMS OPERATIONS

Charge Accounts Within the SLO/SAC Offices, only the SLO Director, SLO Secretary, and SAC Office Manager have authorized charging privileges in the bookstore. Only work-related expenses can be charged. Personal expenses cannot be charged to the SAC Copy and/or Bookstore accounts.

Communication Please keep the SLO Secretary and SAC Office Manager informed at ALL times of budgetary, contractual, and funding matters associated with your programming areas of advisement. Daily written and verbal communication is essential in keeping the SLO Secretary and SAC Office Manager abreast of important decisions, programming, and budgetary needs. If the SLO Secretary and SAC Manager become aware of something after the fact he/she cannot provide you with accurate information or staff assistance with problematic issues. Please keep this in mind.

Confidentiality Many times you will be called upon to address university matters that are sensitive in nature associated with student disciplinary action and their academic/emotional/mental welfare. In addition, students will come to you with their problems (academic and emotional). It is very important you keep these university matters and/or problems confidential and not discuss them with other students or outside the SLO staff. If you need some assistance with a student who is having problems in this area, it would be appropriate to share this information with another SLO staff member to discuss possible solutions or assistance. More importantly, refer the student to the proper university personnel and services that can provide the appropriate assistance with regards to the welfare and safety of a student i.e. Health Service, Counseling Center, University Police etc.

Computer Technology, E-mail, Log-ins and Password Usage EIU recognizes the role of information and technology within the Student Life Department and in the larger campus community. It is the policy of the Student

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Life Department to provide graduate assistant staff with access to a variety of technology resources and to provide opportunities for graduate assistants to learn and utilize these resources effectively and efficiently. In return, the Student Life Department expects that technology will be used in legally and ethically appropriate ways, consistent with the department and university missions, policies and procedures.

The EIU ITS (Information Technology Services) is the primary contact for computer services, passwords and e-mail accounts. The Student Life Department will work with ITS in setting up graduate assistant computer terminals and e-mail account upon your their few days of employment. Once the proper paperwork is completed during GA orientation and training their e-mail accounts will be activated.

For purposes of this policy, "Information Technologies" shall consist of equipment, systems, and software provided by or through the university and/or department to its employees.

The Information Technologies include but are not limited to modems; computer networks; document scanners; electronic pagers, voice mail systems; electronic mail systems; CD ROM players and disks; photocopiers, facsimile machines; internet access accounts; telephone lines; office, portable, and cellular or digital telephones; desktop and laptop computers and peripheral equipment; computer software licensed to or owned by the Department; electronic storage media, including floppy disks, drives, backup tapes, and removable storage media; and a comprehensive body of Department information created or contained on, or accessible through, any of the above.

No Student Life Graduate Assistant may use encryption programs or passwords that are upon request not known to the Supervisor and/or the Information Technology Services Department.

Dress Code/Attire All Student Life Graduate staff is expected to dress in a manner which will present a favorable image of the Student Life and the University-to the campus community. Any inappropriate dress attire within the department will be reviewed with you by your supervisor.

Your appearance directly reflects the image of the Student Life and its programs and services. Your clothing (shoes included) should be clean, neat and respectable. Ripped or torn clothing is not considered acceptable staff attire. The dress attire for the SLO is business to casual wear. However, inappropriate dress attire would include, but is not limited to, clothing with holes, excessively tight, revealing, offensive slogans, etc. Casual attire is encouraged on days of programming events that will require event set-up/tear-down. SLO Grads are encouraged to wear staff

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shirts on staff meeting days, All Staff events and when supervising programming events. In addition, school spirit days are designated each Spirit Thursday, and EIU staff is encouraged to express and show their school spirit by wearing EIU apparel each week!

No sweatpants, spandex, leggings or work-out clothing should be worn in the office during regular office hours. Additionally, Student Life Graduate Staff are asked to use discretion in selecting any clothing, which includes both shirts and pants that reveal any inappropriate areas of the body. Shoes must always be worn in the building and office at all times.

Keys The EIU Facilities, Planning & Management Office is the primary contact for office keys. You will receive university keys to the building, department, your office, and additional keys to any required offices or facilities that you are authorized to access. The EIU Facilities, Planning & Management Office will provide Student Life Grads with keys upon their first day of employment.

Student Life Grads are responsible for university keys issued to them which include: building, office, storage room, desk, and cabinet keys. Your office keys gain access to both the Student Life and Student Activity Center and SAC Offices. Additional keys will be issued to you to gain access into the MLK Jr. Union after hours. Keys should remain in your possession at all times. Please refrain from using keys to gain entrance into the SAC student offices. If you need additional access to open office doors in the SAC, file cabinets, etc., please get permission from the SLO Director, SL Secretary, SAC Office Manager or student leaders in advance. Lost or stolen keys are the responsibility of SLO Graduate Assistants and will result in a replacement cost/fee being assessed to replace key(s).

Office Etiquette The noise level in the office areas can be very loud at times. If other people are being loud or disruptive in the office, please bring it to their attention and ask them to be mindful of others conducting business in the area. It is important that you use appropriate language in the office. We all get extremely frustrated at times, but this type of behavior does not reflect well on our office or the students.

Office Equipment Usage The objective of this policy is to establish requirements and guidelines for Student Life Graduate Assistants personal use of OSP resources such as office equipment and other resources including information technology.

Student Life Graduate Assistants do not have a right to nor should they have an expectation of privacy while using OSP resources at anytime, including when they are accessing the Internet or using e-mail. Student Life Graduate Assistants who

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wish their personal activities to be private should not conduct such activities using OSP resources.

Student Life Graduate Assistants may use departmental resources for personal purposes, but only where such use:

1. Does not involve additional expense to OSP and/or EIU, 2. Does not interfere in any way with the mission or operations of OSP, and

is otherwise permissible under EIU and applicable State and Federal laws and regulations.

This Policy does not grant to Student Life Graduate Assistants an inherent right to use OSP resources, and one should not be inferred.

The privilege to use OSP resources for personal purposes may be limited or revoked at any time by an appropriate OSP official (e.g., a supervisor in the Student Life Graduate Assistants chain of command).

Circumstances that may result in a supervisor’s halting a Student Life Graduate Assistant’s personal use of OSP resources include uses that—

1. Result in a loss of productivity, 2. Interfere with official duties, 3. Compromise the mission of EIU or the OSP, 4. Incurred expense to OSP, 5. Violate EIU Policies or State or Federal laws and regulations.

Office Supplies/Letterhead Office supplies are available in the SLO and SAC for work related use. Personnel usage of office supplies is prohibited. Please contact the SLO Secretary and SAC Office Manager for office supplies. Personal correspondence, brief memos or scratch paper use of letterhead is inappropriate.

Student One/One Meetings/Weekly Meetings Student Life Graduate Assistants should establish regular One/One meetings with student leaders that he/she advises. Student Leaders schedule numerous meetings every week, and it is critical you attend these meetings on time and participate fully. Every effort must be made to avoid double scheduling of meetings. If it is impossible to attend a meeting, or if you will be late to a meeting, please notify the student leader, SLO Secretary, or SAC Office Manager in advance.

Each Student Life Graduate Assistant will be requested to report on any activities/events they are planning, any problems that have arisen, and any information that will be of general assistance to other staff members. Staff meetings will only be successful if staff members come prepared to share ideas, problem areas, and staff concerns.

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Weekly Staff ReportsThe Student Life Office requires each Graduate Assistant staff member to submit in writing a copy of their Weekly Staff report to the OSP Secretary/Denise Love 24 hours PRIOR TO THE OSP SCHEDULED WEEKLY STAFF MEETING. If used properly, this form will:

Aid communication between the Student Life Graduate Assistants and professional staff.

Assist Student Life Graduate Assistants and staff in the identification of concerns, weaknesses, or trouble areas before they become problems.

Facilitate the weekly meeting as all parties will have the opportunity to formulate and prepare their agendas prior to the meeting.

Provide a written account of weekly progress with programs, projects and events. This will be an important weekly meeting in providing day-to-day Student Life staff support; maintaining successful Student Life programs and services; determining future Student Life policies and procedures and providing Student Life Graduate Assistants with an understanding and knowledge of the Student Life Department.

Minutes of Student Life staff meetings will be submitted, documented, and made available to all Student Life staff for review. Feed-back from Student Life staff will be included in the minutes. Every effort will be made to resolve questions and concerns raised by Student Life staff.

Student PayrollAnnually the Student Life Office supervises the employment of EIU students in various capacities that include Work-Study students, Summer Student Workers, Salaried students, Student Crews, and Student Artists/Entertainers.

Students employed under the supervision of Student Life include UB Coordinators, UB Production Crew Personnel, UB Marketing Personnel, and Student Artists/Performers.

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Students employed within the Student Life Office receive compensation in the form of flat performance fees, monthly stipends, and hourly rates. Students enrolled at EIU and employed by the Student Life Office are required to be signed-up on Student Payroll.

Student Hiring ProcessStudents enrolled at EIU and receiving payment for services rendered to the university are required to sign-up for Student Payroll. Students must sign-up on Student Payroll prior to beginning work. Failure to do can result in the student not getting paid at the end of the pay period. Students signing-up for Student Payroll are required to show identification in the following manner EIU Student ID, Driver’s License, and a copy of Birth Certificate.

Telephone/Phone Etiquette Telephones are provided for your use in the OSP, SAC, and Grad Center and are intended for business use and incoming long distance telephone calls. Long distance calls placed for University Board purposes must be made on the University Board lines 5117/3117 and recorded in the telephone log . The 5117 and 3117 lines are located in the UB Workroom and OSP Grad Center Telephone. Personal toll calls cannot be made from the OSP or SAC unless charged to a personal credit card. Instructions on telephone usage can be provided.

Please be sure when you answer the OSP, SAC, and Grad Center telephones to be professional, polite, and courteous at all times. When taking a message, be sure to include the name of the caller, date, day, and message. This will assist in accurate and prompt return of telephone calls by staff.

Copier/Computer Workstation Copies needed for SLO related work may be done on a limited basis on the OSP copy machine. Projects requiring larger (20 or more) quantities will require copy cards and should be done at Copy Express. You are authorized to charge SLO/SAC related materials and photocopying at Copy Express once a signature card has been issued to you. It is imperative the proper account and line item number be used. Conservative use of the OSP copier is important to maintain.

Personal photocopying is the responsibility of each Student Life Graduate Assistants and is prohibited on the OSP copier.

A computer workstation for office and academic work is available for each SLO Graduate Assistant in the OSP Grad Center. E-mail and Internet access are available

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on each computer. Inappropriate or illegal downloading use of the workstation computers is prohibited.

Office Hours/Lights Monday through Friday the OSP is open 8am – 4:30pm with meetings and events in the evenings and on weekends. Student leaders are not authorized to be in the MLK Jr. Union after hours, unless supervised by an OSP staff member.

After hours’ use of the OSP is very common, however, it still dictates professional usage and conduct. Respect for OSP staff possessions and workspace must be shown on a personal honor basis, and any equipment or supplies must be returned to their proper place prior to leaving the OSP. If you are working at night or on weekends and you are the last person out of the OSP please turn out the lights, turn off the computers, and lock the door!

Office Master Files & Records All files and documents associated with Student Life major events and programs are maintained in “Master” files that include contracts, tech riders, flow sheets, artists/agencies contact, artist bios, photos, etc. SLO Grads have access to all information contained in Master files; however all files and documented information contained within, MUST stay in the files and cannot be removed from the Student Life Office at any time.

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2.3 STUDENT ACTIVITIES CENTER OPERATIONS

Student Activities Center

Copier Usage The SAC Office Manager will issue you a Copier Code #. Projects requiring larger (20 or more) quantities will require copy cards and should be done at Copy Express. You are authorized to charge SLO/SAC related materials and photocopying at Copy Express once a signature card has been issued to you. It is imperative the proper account and line item number be used. Conservative use of the SAC Copier is important to maintain. Personal photocopying is the responsibility of each SLO Grad and is prohibited on the SAC copier.

Office Hours/Lights The SAC is open 8 a.m. to 11:00 p.m., with meetings and events in the evenings and on weekends. Student leaders are not authorized to be in the MLK Jr. Union after hours, unless supervised by a SLO staff member.

After hour’s use of the SAC is very common, however, it still dictates professional usage and conduct. Respect for SAC staff and student leaders’ possessions and workspace must be shown on a personal honor basis, and any equipment or supplies must be returned to their proper place prior to leaving the SAC. If you are working at night or on weekends and you are the last person out of the SAC, please turn out the lights, turn off the computers and lock the door!

Staff Conduct and BehaviorTo promote the efficient operation of the Student Life Office and to insure a professional work setting, safety, and well- being of all Student Life staff, students, and the University, the following rules of Student Life Staff Conduct and Behavior shall be enforced. The rules of Staff Conduct and Behavior are not for the purpose of restricting the rights, privileges and activities of Student Life Graduate and Administrative staff, but are intended to assist Student Life staff by defining and protecting the rights and safety of all persons. Student Life Graduate staff are expected to acquaint themselves with these rules and other work rules specific to

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the Student Life Office. It is for conduct such as that defined below that Student Life Graduate staff will be subject to corrective action including suspension or termination of graduate assistantship depending upon the severity of the violation.

These rules include, but are not limited to:1. Unauthorized use and/or possession of intoxicating beverages, narcotics or

dangerous drugs on University premises, or reporting to work under the influence of intoxicating beverages, narcotics or dangerous drugs.

2. Fighting, gambling, use of profane, obscene or abusive language while at work.

3. Carrying unauthorized weapons. 4. Behaving in a discourteous or disrespectful manner toward a supervisor. 5. Refusal to carry out the instructions of a supervisor (insubordination). 6. Leaving the job without permission during regularly assigned work hours

and staffed events. 7. Sleeping or unauthorized leave while on duty. 8. Creating unsafe work environment and conditions. 9. Stealing or unauthorized removal or use of property belonging to the

University, employees, students, or visitors of the University. 10. Loss, damage, or destruction of property belonging to the University

or employees, students or visitors to the University. 11. Unwillingness or inability to work in harmony with others, discourtesy

or conduct creating discord. 12. Inappropriate behavior and personal conduct with EIU students and

student leaders. 13. Mismanagement of university funds and resources for personal use or

gain. 14. Mailing or posting any notice, circular, or display on University

premises without permission. 15. Inappropriate use of computer and information technology on-line.16. Failure to comply with policies and procedures of the University and

those specific to a department.

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2.4 ROLES, RESPONSIBILITIES, and EXPECTATIONS

“Few things help an individual more than to place responsibility upon him, and to let him know that you trust him.” ~Booker T. Washington Performance Expectations

1. Make a successful transition from student leader to Graduate Assistant.

2. Support the mission, vision, and goals of the Student Life Office, and the University.

3. Develop a working knowledge of the policies and procedures of the Office of Student Programs, Student Life Office, and the University.

4. Refine professional and personal skills to enhance work performance.

5. Assist in the development of student leaders through advising student organiza-tions and committees.

6. Prepare reports, budgets, evaluations, correspondence, and publications inherent to Student Life.

7. Represent the Student Life Office in a positive and professional manner within the University and in external contacts.

8. Attend weekly Student Life staff meetings and provide a weekly report of activities.

9. Meet with your supervisor weekly to discuss your responsibilities, activities plans, and evaluations. Complete a weekly graduate assistant report for these meetings.

10.Complete academic work and special projects by the specified deadlines.

11.Hold office hours as outlined, and post those hours to ensure proper scheduling of meetings.

12.Attend events advised through the office including ALL STAFF events such as: Opening Week, Homecoming, Family Weekend, Concerts, Quakin' the Quad, Up

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All Nites and other special programs.

13.Serve as an advisor to assigned student organizations and committees, and attend all relevant meetings and programs.

14.Prepare post-event evaluations for assigned activities within one week of event.

Academic Expectations Participation in the graduate program is contingent upon maintaining high academic grade performance. Student Life Graduate Assistants admitted to graduate study in good standing must maintain a 3.0/4.0 scale or better for master's degree candidacy and acceptance. Standards are higher for GA's admitted on a conditional academic basis.

Maintaining a Student Life Graduate Assistantship will require maintaining a minimum of 3.0 or better in a graduate degree program. Failure to do so will result in the loss of Student Life Graduate Assistantship.

Role of the Graduate AssistantStudent Life Graduate Assistants play an important role in the Student Life Office. They bring in new ideas; have direct responsibility for advising several student leaders, committees, and organizations; are a sounding board for ideas, policies, etc., and they share their talents so that Student Life might initiate and accomplish a wide variety of programs and activities. They participate in Student Life staff meetings and staff development programs; and assist in refining Student Life goals and make suggestions for Student Life future programming services.

Role of the Graduate Assistant within their programming areas should be:

someone behind the scenes,someone to give direction to student leaders,someone who doesn't do the committee or chairperson's work,a liaison between staff advisors and student leaders,someone who gives ideas and input,someone who makes recommendations based on past experiences/facts,someone who the student leaders can go to as a point of reference a counselor, who knows their counseling limitations,a troubleshooter and problem-solver,someone who assists in the personal development of the student leaders and members,a motivator and an enthusiast,a friend to, but not a friend with, their student leaders and members, and, LAST, but most importantly, serve as a role model to other SLO graduates, and more significantly, to the students with whom you advise.

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Weekly Staff Meetings

Student Life staff meetings will be held on average 2 hours each week at the designate meeting time and day. All Student Life Staff are required to attend. Weekly meetings provide an opportunity for the Student Life staff to address problems and concerns in work related areas; to gain staff input and feedback on work related issues; stay abreast of programming areas, activities, and events.

Weekly Staff Report

We require each Student Life Graduate Assistant to submit a written copy of their weekly staff report to the Student Life Secretary 24 hours PRIOR TO the Student Life Office scheduled weekly staff meeting. If used properly, this form will:

Aid communication between Student Life Grads and the Student Life professional staff.Assist Student Life Grads and staff in the identification of concerns, weaknesses, or trouble areas before they become problems.Facilitate the weekly meeting as all parties will have the opportunity to formulate and prepare their agendas prior to the meeting.Provide a written account of weekly progress with programs, projects and events. This will be an important weekly meeting in providing day-to-day Student Life staff support; maintaining successful Student Life programs and services; determining future Student Life policies and procedures and providing Student Life Graduate Assistants with an understanding and knowledge of the Student Life.

Weekly Progress Report

Below is the required Graduate Assistant Weekly Report Form with short explanations of the types of responses requested? Please use this form in your weekly one/one meetings with your supervisor(s). Used correctly, this form will be an aid to your assistantship used incorrectly or not given proper credence, it will be a chore. The choice is yours.

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DUE 24 HOURS PRIOR TO MEETING WITH SUPERVISOR

1. What is on your "to do lists" for the upcoming week for yourself, your committee chair(s), and your committee(s)?Actually write out the expectations that you and others have for your time. Please prioritize these on this form and include class work. This should help you and your supervisor to pinpoint when you are going to be in for a stressful week or when you need more projects to round out your education.

2. What items on your previous week's "to do lists" for yourself, your committee chair(s), and your committee(s) were accomplished? Be complete--how much did you accomplish? Take this time to realize how much you are doing and are doing successfully.

3. What items on your previous week's "to do lists" for yourself, your committee chair(s), and your committee(s) were not accomplished and why?Be specific--did someone else hold up completion of the project or did it not reach completion for another reason? This should help both you and your supervisor to avoid the formation of bad habits...such as procrastination.

4. What were the highlights of your meetings chair(s) and committee(s) during the previous week?What sticks out in your mind? What issues are being addressed? Where do you go from here? Are you providing challenge and support to your student "clientele"? This Unit can bring a number of issues to the forefront in weekly discussions with your supervisor.

5. What concerns do you have regarding yourself, your committee chair(s), your committee(s), etc.?Is time becoming scarce? Is a committee losing members? Is one committee member slowing the progress of the whole? What specifically is of concern to you? Highlight these items so they can be addressed and solutions can be attempted. Be as specific as you can when identifying the concern.

6. What action(s) would you like to be taken by your advisor?This is your chance to specifically target any action you would like to have taken by the supervisor. This may be in connection with a committee, student leader, or yourself.

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Additional Comments: This Unit is for anything that was not addressed above. Let us know if this is a stress-filled time, if you want to talk about resumes and interviewing, or if you have a question or concern about general office policy. This can also be used as “brag” time, use it to give a student leader, committee, a fellow grad, or yourself some credit. Graduate Assistant Transition Tips

1. Always say less than you think. Cultivate a low, persuasive voice. How you say it often counts more than what you say.

2. Make promises sparingly and keep them faithfully, no matter what the cost.3. Never let an opportunity pass to say a kind and encouraging word to or

about somebody. Praise good work, regardless of who did it.4. Be interested in others: their pursuits, their work, their homes and their

families. Let everyone you meet, however humble, and feel that you regard them as a person of importance.

5. Be cheerful. Do not burden or depress those around you by dwelling on your aches and pains and small disappointments. Remember, everyone is carrying some kind of burden.

6. Keep an open mind. Discuss but do not argue. It is a mark of a superior mind to be able to disagree without being disagreeable.

7. Let your virtues and actions speak for themselves. Refuse to talk about the vice of others. Discourage gossip. It is a waste of valuable time and can be destructive and hurtful.

8. Take into consideration the feelings of others. Wit and humor at the expense of another is never worth the pain that may be inflicted.

9. Pay no attention to ill-natured remarks about you. Remember, the person who carried the message may not be the most accurate report in the world. Simply live so that nobody will believe him/her. Disordered nerves and bad digestion are a common cause of back-biting.

Do not be anxious about the credit due to you. Do your best and be patient. Forget about yourself and let others "remember." Success is much sweeter that way.

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2.5 JOB DESCRIPTION

The following position description reflects only the general obligations for each graduate assistant. Each graduate assistant is expected to be familiar with the duties and expectations outlined in the position description, graduate assistant training manual and those expectations established by his or her supervisor.

SUPERVISION : The Graduate Assistant position is one of five in the Student Life Office. The graduate assistants work under the direct advisement and supervision of the Director of Student Life, with additional supervision by the Assistant Director of Student Life.

RESPONSIBILITIES: Primary areas of responsibility include staff advisement of the University Board campus entertainment, iLEAD Leadership Support Services, Multicultural Programs - Black Student Union, Panthers Advocating Social Topics (P.A.S.T.), Diversity in Action Council (D.A.C.), Student Government, and major university events – Major Concerts, Quakin’ the Quad, Up All Nights, First Night, Pantherpalooza, Homecoming Week, Family Weekend, and Spring Fling.

1. Advise up to (3) University Board Committees on all aspects of campus entertainment – contract negotiations, promotions, budgeting, coordination, evaluation and marketing of programs. Oversee technical logistics and provide staff advisement in all aspects of event planning. Provide on-site supervision at UB programs and events. Committees include - UB Comedy, UB Lectures, UB Special Events, UB Cultural Arts, UB Movies, UB Homecoming, UB Mainstage, UB Concerts, UB Marketing, and UB Productions.

2. Advisement of up to (2) EIU Homecoming Week sub-committees on all aspects of the planning and implementation of major Homecoming Week activities and events. Sub-committees include: Coronation, Panther Pride, Community Relations, Activities, Panther Pride, Publicity, Elections, Parade, Booklet, and Kick-off.

3. Advisement of up to (1) Major Concert sub-committee on all aspects of “Day of Show” concert logistics. Sub-committees include – security, stage crew, hospitality/catering, and ushers

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4. Advise up to (1) Multicultural Programming area – Learning by Example to Accept Diversity (L.E.A.D)., Diversity Advisory Council (DAC), EIUnity, etc., on all aspects of the event planning - promotions, budgeting, coordination, evaluation and marketing of multicultural programs. Oversee technical logistics and provide staff advisement in all aspects of event planning. Provide on-site supervision at programming events.

5. Advise the leadership and programs of the Black Student Union (BSU) including Executive Officers & Committee Directors; major programs that include but are not limited to: BSU Week, Miss Black EIU Pageant, Fashion Show, Essence of a Man Competition, Awards Banquet and other related cultural, social and service projects. Supervise the details of programs and provide leadership development opportunities for students.

6. Advise the leadership and programs of the Latin-American Student Organization (LASO) including Executive Officers & Committee Chairs; major programs that include but not limited to: LASO Week, and other related cultural, social and service projects. Monitor the details of programs and provide leadership development opportunities for students.

7. Assist in the planning and coordination of campus-wide cultural celebrations that include: Latin Heritage Month, African-American Heritage Month, International Student Week and Women's History and Awareness Month.

8. Develop an understanding of University business office procedures and the student fee funds allocation and budgeting process, as they relate to the sponsorship of student programs advised.

9. Assist in the development and facilitation of student leadership retreats for those student organizations and leaders advised through the Student Life Office.

10.Develop an understanding of university budgetary procedures and contractual process necessary for the implementation of student programs.

11.Assist the Student Life Office at All Staff events as it pertains to major programs - major concerts, Quakin’ the Quad, First Night, Homecoming Week, Family Weekend, Pantherpalooza RSO Fair, EIU Open House, and New Student Orientation.

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12.Assist EIU Student Government Association in the advisement of (8) sub-committees on programs and projects that include - Leadership Retreats, Fall/Spring Elections, Pantherpalooza RSO Fair, Pizza with the Prez., Panther Service Day, Local Business Expo, Panther Nation Spirit group, forums, etc.. Sub-committees include: Internal Affairs, Panther Express, External Affairs, Academic Affairs, Diversity Affairs, Recycling & Development, Student Affairs, and Business Affairs.

13.Provide staff supervision of Up All Night and Late Night Dances in the MLK Jr. Union.

14.Assist in the development and facilitation of iLEAD Leadership Support Services and resources for over 200+ Registered Student Organizations officers, members and advisors that include: iLEAD Newsletter, On-Line Leadership Library, Leadership Workshop Series, On Demand Leadership Clinics, etc.

15.Attend regional and national conferences of NACA, NASPA, ACU-I, ACPA, etc. As deemed necessary by the staff and/or as funds permit. Participation on conference committees is strongly encouraged.

16.Serve as a role model and mentor to student leaders and other graduate assistants within the Student Life Office.

17.Development of new, cost-effective, and innovative student programs and initiatives that challenge students to expand their programming horizons while meeting the diverse needs of the University community.

18.Other duties as assigned by the Student Life staff.

2.6 ADVISEMENT AREAS

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PRIMARY ADVISING AREASUNIVERSITY BOARD

UB MARKETINGAdvisement and training of (3) UB Marketing Coordinators and committee membersAssist in the coordination of UB Recruitment Strategies Assist in the coordination of UB Public Relations services, and campaigns for UB events/programs. i.e. UB Web-site, UB Hotline, UB Display Cases, UB Event Press Releases, UB Billboards, UB Brochures/Applications/FormsOversee coordination of UB Advertising and Graphics Designs. i.e. DEN Ads, posters, flyers, billboards, radio/TV advertising, E-Display BoardsOversee student hiring and payroll of student employeesOversee fiscal management & budgeting of UB MarketingServe as SLO Liaison to University Communications Dept. and DEN

UB COMEDYAdvisement and training of UB Comedy Coordinator and committee membersAssist in the coordination of UB Late Night Comedy Series each semesterOversee the planning, contracting, promotion and evaluation of UB Comedy eventsOversee fiscal management & budgeting of UB Comedy

UB CULTURAL ARTSAdvisement and training of UB Cultural Arts Coordinator and committee membersAssist in the coordination of UB Cultural Arts diverse events and programs each semesterOversee the planning, contracting, promotion and evaluation of UB Cultural Arts eventsOversee fiscal management & budgeting of UB Cultural Arts

UB IDEAS/ISSUES (Lectures)Advisement and training of UB Ideas/Issues Coordinator and committee membersAssist in the coordination of UB Ideas/Issues Series. i.e. Crossfire Debate & Spotlight Series each semesterOversee the planning, contracting, promotion and evaluation of UB Ideas/Issues eventsOversee fiscal management & budgeting of UB Ideas/Issues

UB MAINSTAGEAdvisement and training of UB Mainstage Coordinator and committee members

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Assist in the coordination of UB Mainstage programs & events that showcase musical/def poetry, student entertainment, i.e. Freshman Mixer, Open Mic Nights, EBDC, Pantherstock, etc. each semesterOversee the planning, contracting, promotion and evaluation of UB Mainstage eventsOversee fiscal management & budgeting of UB Mainstage

UB MOVIESAdvisement and training of UB Movies Coordinator and committee membersAssist in the coordination of UB Movies Series each semesterOversee the planning, contracting, promotion and evaluation of UB MoviesOversee fiscal management & budgeting of UB Movies

UB SPECIAL EVENTSAdvisement and training of UB Special Events Coordinator and committee membersAssist in the coordination of UB Special Events thematic, novelty & low-cost programs events, i.e. Up All Nights, Quakin’, Spring Fling, Rush Hour Series, etc., each semesterOversee the planning, contracting, promotion and evaluation of UB Special EventsOversee fiscal management & budgeting of UB Special Events

UB PRODUCTIONSAdvisement and training of UB Productions Coordinator and committee membersAssist in the coordination of UB technical support arrangements for UB eventsOversee the maintenance, purchase, rental and operation of UB Productions equipment and services Oversee fiscal management & budgeting of UB ProductionsOversee hiring, training and payroll of student employeesOversee equipment storage inventory & security Oversee the planning, contracting, promotion and evaluation of UB Productions

UB CONCERTSAssist in the advisement and coordination of Major Concert eventsAssist in the supervision and evaluation of UB Concert sub-committee areasUshers – Oversee coordination of concert ushers, ticketing and seatingSecurity – Oversee coordination of concert security and crowd controlHospitality – Oversee coordination of concert catered food/refreshments for crews and artistsStage Crew – Oversee coordination of concert stage crew, tech load-in/load-out

UB HOMECOMING

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Coronation/Elections – Oversees coordination of HC Royalty Interview/Elections process, Crowning and CeremonyActivities/Kick Off – Oversees coordination of school spirit activities, competitions, pre-games/activities at FB Game Tailgate Parade - Oversees coordination of HC Parade campus/community, band entries, and securityPanther Pride – Oversees coordination of HC Spirit Pep Rally, Yell Like Hell, Deck the Halls spirit competition contests, judging and points awarded; oversee sales of HC Spirit tshirtsMarketing/Booklet – Oversees coordination of HC promotional & marketing campaign, Booklet lay-out/advertising. i.e. social media, ads and postersCommunity Relations – Oversee coordination of HC campus, community service projects i.e. Paint the Town Blue!, F/S BLU-B-Que!, Pancake Breakfast, 2.5k race/walk etc.

STUDENT GOVERNMENTSG SENATE

Assist in the coordination and facilitation of Senate Retreat for new and returning Execs and SenatorsAssist in coordination & development of a Student Government Marketing Campaign, i.e. Senate Slate, Senate Brochure, Web-site, Social Media, Display Board, etc.

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Assist in the oversight of (8) Senate Sub-committees - Diversity Affairs, External Affairs, Internal Affairs, Alumni Relations, Student Affairs, Academic Affairs, Business Affairs and University EnhancementAssist in the development of SG Senate Training, Mentoring and Transition for new and returning senate members

SG COUNCIL of CHAIRSAssist in the advisement of the SG Council of Chairs (COC)Assist in the coordination of annual COC Evaluations, End of Yr. Reports, etc.Assist in the recruitment, interview, selection and training of COC membersAssist in the development of COC Training and Transition Notebooks Assist in the oversight of COC event planning, budgeting, etc..

SG EXEC. OFFICERSAssist in the Leadership Development & Training of (5) SG Exec. Officers – Student Body President, VP Student Affairs, VP Academic Affairs, Executive Vice President, and Senate SpeakerAssist in the development of SG Exec. Job Descriptions and Training ManualAssist in the coordination and facilitation of Exec. Fall/Spring Officer Transition RetreatsAssist in the coordination of SG Exec Special Projects & Programs

SG FIRST NIGHTAssist in the advisement of FN planning committeeAssist in the coordination & planning of FN eventOversee the coordination of campus/community sponsorshipsAssist in the recruitment of campus/community volunteersOversee event technical support, set-up, tear-down Oversee FN Marketing campaign and strategyOversee review and evaluation of FN eventOversee Spring Pre-planning of next year’s FN event

SG PANTHERPALOOZAOversee advisement of RSO Recruitment Fair eventAssist in the coordination & planning of Fall/Spring RSO Recruitment FairOversee the coordination of campus/community sponsorshipsOversee event technical support, set-up & tear downAssist in the recruitment of campus/community volunteersAssist in coordination of Tech logistics and marketing

SG PANTHER SERVICE DAYOversee the advisement of annual PSD planning committee

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Assist in the coordination & planning of PSD eventOversee the coordination of campus/community sponsorshipsAssist in the recruitment of campus/community volunteersAssist in coordination of tech logistics and marketingOversee auditing of all donations and sponsorships

SG EXECUTIVE OFFICER TRAINING/TRANSITIONAssist in the planning and facilitation of annual SG Fall/Spring Leadership RetreatsAssist in the planning and facilitation of annual SG Spring Officers Transition Oversee coordination of SG Mentoring ProgramAssist with the implementation of SG Strategic Plan & Initiatives

SG STUDENT INTERACTION/OUTREACH PROGRAMSAssist in the planning and coordination of SG Outreach events/activitiesAssist with planning and coordination of SG Interaction Programs i.e. Prowlin’ with the Prez, Lunch with a Senator, Ideas in Action, etc...Assist in the establishment of “F.L.E.X .–Freshman Leadership Experience” CouncilAssist in the advisement of Student Body “President’s Council”

SG “BLU-OUT” SCHOOL SPIRIT SERIESAssist in coordination of School Spirit Series – BLU-OUT!, United in BLUE!, Bleed BLUE!Assist in the coordination of campus-wide “True Blue” school spirit campaignOversee the coordination and planning of “Campus Life Nights”Serve as SLO staff Liaison to SG and EIU Athletics

SG STUDENT ACITON TEAM (SAT)Assist in coordination of Student Action Team State Lobbying InitiativesAssist in the coordination & planning of SAT Lobby DaysAssist in the recruitment, training, retention of SAT membersServe as a staff liaison to EIU Alumni and lawmakers on the State level

SECONDARY ADVISING AREASMULTICULTURAL PROGRAMMING

BLACK STUDENT UNIONAssist in the leadership development and training of BSU Exec. Officers –Coordinate the development of BSU Fall/Spring Leadership Retreats and workshopsAssist in the oversight of (6) BSU Sub-committees: Cultural, Internal, Campus/Community, Academic, Social, PR/Marketing AffairsAssist in the coordination of BSU committees special projects and programsCoordinate BSU Exec. Orientation Training and Retreat

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BSU BACK TO SCHOOL WEEKAssist in the planning and coordination of BSU Back to School multi-cultural eventsOversee the advisement of Back to School Week Committee members and chairsAssist in the supervision of Back to School Week program events and activities

BSU MEMBERSHIP RECRUITMENT Assist in the planning and coordination of BSU Membership Recruitment DriveOversee the development of BSU Membership Benefits & IncentivesOversee the development of “effective” Membership Recruitment StrategiesOversee the coordination of recruitment activities and events

ESSENCE of a MAN COMPETITIONAssist in the planning and coordination of the annual Essence of a Man ContestAssist in the recruitment of EMC sub-committee membersAdvisement of (1) EMC sub-committee chairs/committees: Public Relations, Personnel, Prizes/Awards, Productions, Promotions/Publicity

MISS BLACK EIU PAGEANTAssist in the planning and coordination of the annual MBEIU PageantAssist in the overall planning MBEIU sub-committee membersAdvisement of MBEIU sub-committee chairs/committees: Public Relations, Personnel, Prizes/Awards, Productions, Promotions/Publicity

LASO (LATIN AMERICAN STUDENT ORGANIZATION)Assist in the leadership development and training of LASO Exec. Officers Coordinate the development of LASO Fall/Spring Leadership Retreats and workshopsOversee the advisement of LASO Sub-committeesAssist in the coordination of LASO major celebrations, programs/projectsCoordinate LASO Exec. Orientation Training and TransitionCoordinate recruitment, training and retention of LASO members

LEARNING by EXAMPLE to ACCEPT DIVERSITY (L.E.A.D.)Coordinate the formation of a campus-wide L.E.A.D. Diversity Leadership Team

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Coordinate the development of student-centered diversity training initiativesCoordinate the development of peer-to-peer Diversity Training materials, resources and marketingCoordinate recruitment, selection and training of student as Diversity Peer EducatorsDevelopment of curriculum that promotes diversity education, cross cultural communication, social identity interaction and Safe Zone training

DIVERSITY ADVISORY COUNCIL (D.A.C.)Coordinate the formation of a Multicultural RSO’s Advisory Council that promotes the awareness, sponsorship and celebration of diversity among multi-cultural RSO’s at EIUCoordinate the recruitment of multicultural student organization RSO Reps to serve on advisory councilCoordinate a multicultural DAC Master Planning/Programming Calendar of eventsCoordinate and publish a monthly multicultural newsletterCoordinate the development of D.A.C Marketing Campaign – logo, website, E-Brochure, calendar, social media, etc..Coordinate the development of a “new” Diversity Series of events

LEADERSHIP SUPPORT SERVICES

I-LEAD LEADERSHIP SUMMITSOversee coordination of Fall/Spring Leadership Retreats for ALL SLO areas and Executive Officers each semesterOversee Leadership Summit marketing campaign and strategyOversee selection, facilitation and assessment of leadership topics/activitiesDevelopment of a “Lunch & Leaders” Series

ON-LINE “iLEADERSHIP ON DEMAND”Oversee coordination of On-line Leadership Workshops SeriesOversee selection of leadership resource topics, workshops, handouts etc...

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Oversee maintenance, upgrade and monitoring of websiteOversee development of On-Line Leadership listing of resource

iL.E.A.D. FELLOWS Oversee recruitment of student consultants dedicated to providing essential leadership tools, training and knowledgeOversee coordination of Campus or HS-focused “LEAD Week” Development of a leadership curriculum for LEAD Week Oversee facilitation of I-LEAD Leadership presentations for “new” RSO’s and Executive Officers each semester

ON-LINE il.E.A.D. LEADERSHIP NEWSLETTEROversee design and publishing of on-line Leader of the Pack RSO NewsletterOversee marketing and distribution of Leader of the Pack newsletter monthlyOversee research and selection of newsletter topics, content, writers, etc.

iL.E.A.D. AWARDS (Leadership Excellence and Development)Oversee coordination of iL.E.A.D. Awards Oversee development of iL.E.A.D. Awards point system criteria and (7) categories of excellence. i.e. campus programming, leadership development, F/S advising, recruitment/retention, community service, multicultural/diversity and school spiritOversee monitoring and enforcement of point system and awardsOversee development of award criteria, system and recognition awards/certificates

SLO ASSESSMENTS (NEW)

ASSESSMENT INITIATIVESDevelopment of SLO Assessment Team that increases accountability and supports assessment efforts for the improvement of SLO programs, services, and operations annually. Development of assessment plan and process that articulate the quality and impact of the SLO services and programs Development of SLO student learning and program outcomes, determining appropriate measures, documentation of findings, and implementation of action plans within the SLO areasDevelopment of SLO Assessment Tool(s) and data as it relates to NSSE, CAS Standards, appropriate standards for the Student Life Office.

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Development of an annual SLO Assessment Report that supports student learning, experiences and success within the Student Life Office

ALL STAFF ADVISING AREAS

NEW STUDENT MIXEROn Thursday of “Move-in Weekend”, University Board annually sponsors a New Student Mixer. The New Student Mixer is a social mixer event held in the South Quad designed to “welcome” new freshmen and Transfer students to EIU! The New Student Mixer features 3 hours of non-stop fun and excitement which include DJ music, novelty entertainment, Playfair, giveaways, and refreshments - snow-cones, slushies, popcorn and soda, all FREE to EIU students.

UP ALL NIGHTOn Friday of “Move-in Weekend”, University Board annually sponsors Up All Night in the event held in the MLK Jr. Union throughout the year. The Up All Night event is a thematic social event designed to “showcase” the MLK Jr. Union and “welcome” new and returning students to EIU! The Up All Night event features 5 hours of non-stop fun and excitement which include novelty entertainment, games, giveaways, and prizes all FREE to EIU students.

QUAKIN’ the QUAD

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Annually, University Board sponsors Quakin’ the Quad a welcome back event held during Move-in Weekend. Quakin’ is a thematic event designed to welcome new and returning EIU students as they kick-off the school year at EIU! Quakin’ features non-stop fun and excitement which include food, games, t-shirts, giveaways novelty and live entertainment, all FREE to EIU students, faculty and staff!

FIRST NIGHTAnnually, EIU Student Government sponsors First Night a “school spirit” event during Move-in Weekend. The First Night Celebration event is designed to promote school spirit, welcome new and returning students to the University and officially kick-off the New School Year at EIU. First Night promotes a sense of University pride, spirit and unity.

SPRING FLING/PANTHERSTOCKAnnually, University Board sponsors a thematic event to celebrate the close of the academic year. The Spring Fling event takes place outdoors during Last Class Week that provides a “study-break” through hours of fun for EIU student, faculty and staff. Food, t-shirts, games and novelty entertainment are highlights of this event.

FALL/SPRING MAJOR CONCERTSAnnually, UB Concerts sponsors on average (2) large-scale concert event(s). Concert events require all-staff participation and support. Concerts events are divided into (4) major staffing areas that require SLO Grad supervision: hospitality, stage crew, security, and ushers.

HOMECOMING WEEKAnnually, EIU sponsors Homecoming Week, a 7-day thematic event that promotes EIU spirit/pride among students, faculty, staff, and alumni. EIU Homecoming Week is a tradition that takes place each fall in October. This weeklong celebration requires all staff support for the variety of student-sponsored events.

FAMILY WEEKENDFamily Weekend take place in the fall, all EIU families are invited to campus to enjoy time with their student. UB sponsors several events for this weekend, such as Friday night entertainment, a movie, BINGO, and the concert.

OPEN HOUSE and MARKETING EVENTSAssist in opportunities to market the Student Life Office and services we offer. These events happen occasionally throughout the academic year and typically do not require all staff to work each time but to work as needed throughout the year.

LATE NIGHT DANCES Late Night Dance events are sponsored in the MLK Jr. Union Ballrooms throughout the year by RSO’s. Dance Dates are assigned each semester by the Student Life

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Office. The BSU Homecoming and Miss Black EIU dances are all staff events. In addition RSO’s advised through the SLO who sponsor dance events will require SLO staff supervision to be assigned. All RSO’s are required to complete a Dance Contract and Scheduling Request Form to be on file with the MLK Jr. Business Operations Office prior to a late Night Dance event.

OPTIONAL ADVISING AREAS

CAMPUS-WIDE COMMITTEES / LIAISONSNATIVE-AMERICAN CELEBRATION (NOVEMBER)

Serve as a SLO liaison to the Native American Heritage Planning Committee Assist with the collaboration and sponsorship of new and innovative cultural programs by SLO, UB and Office of Minority Affairs

AFRICAN-AMERICAN HERITAGE CELEBRATION COMMITTEE (FEB 1- 28.)

Serve as Liaison on campus-wide African American Heritage Planning CommitteeAssist with the collaboration and sponsorship of new and innovative cultural programs by Student Life, UB and Office of Minority Affairs

LATIN HERITAGE COMMITTEE (SEPT. 15 – OCT. 15)Serve as Student Life liaison on campus-wide LHM Advisory CommitteeAssist with the collaboration and sponsorship of new and innovative cultural programs by Student Life, UB, LASO and Office of Minority Affairs

WOMEN’S HISTORY & AWARENESS MONTH (MARCH 1- 31)Serve as a Student Life liaison to the Women’s Studies Council (WHAM) Advisory Committee

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Assist with the collaboration and sponsorship of new and innovative cultural programs by Student Life, UB, Office of Minority Affairs, and WHAM committee

ASIAN AMERICAN HERITAGE MONTH (APRIL)Serve as a Student Life liaison to the Asian American Planning CommitteeAssist with the collaboration and sponsorship of new and innovative cultural programs by Student Life, UB, AAA, and Office of Minority Affairs

INTERNATIONAL STUDENT WEEK (APRIL)Serve as a Student Life liaison to the International Student Association Assist with the collaboration and sponsorship of new and innovative cultural programs by Student Life, UB, International Student Office, and Office of Minority Affairs

WOMEN’S HISTORY & AWARENESS MONTH (MARCH 1- 31)Serve as a Student Life liaison to the Women’s Studies Council (WHAM) Advisory Committee Assist with the collaboration and sponsorship of new and innovative cultural programs by Student Life, UB, International Student office, and Office of Minority Affairs

2.7   TEAM STYLES

“If everyone is moving forward together, then success takes care of itself” - Henry Ford.Working in teams has become increasingly IMPORTANT in modern times. Both individual and organizational successes rely on effective teamwork. Teams come in many forms, yet while teams are prevalent, they aren’t always effective.

Most work teams consist of members with diverse styles and approaches. These differences can sometimes cause friction and impede progress. However, what may seem to be personal conflict might just be an inability to understand and work with varying styles. When team members learn how to understand, communicate and interact with individuals who think, act and speak differently than they do, the group’s results are often more than the combined contributions of individuals.

A well-functioning team is critical to the success of The Student Life Office. The SLO team's primary objective is to make the most of each team player's unique perspective. To accomplish this goal, SLO team players must learn to: identify their own style and the style of other SLO team members, avoid carrying their style too far, learn to acknowledge the value of others' styles, use the appropriate style to maximum SLO team advantage, and learn to switch their style when it suits the needs of the SLO team.

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As a member of the SLO staff recognizing and understanding both your own and others’ styles, and then how to interact and communicate successfully with individuals whose styles differ from your own, will be critical to developing your strengths and managing your weaknesses as a SLO Team member, which ultimately leads to improving how you contribute to the team.

Adapted from TEAM STYLES - Take your Team from Struggling to High Performance by Michelle Giovannozzi in Corporate Ed

2.8 PREFERENCE INVENTORIES

The Skills and Preference Inventories are utilized within the SLO to assess the personal / programmatic skill-set, experiences, and background of SLO Grad personnel, in an effort to make SLO Grad assignments for the academic year. Each SLO Grad will carefully review, rank and complete inventory sheets highlighting his/her personal and programmatic areas of expertise, growth and development. Concerted attention will be given by the SLO staff balance SLO Grad programming assignments, while meeting BOTH the diverse needs of the SLO Grad and programming areas. SLO Grads will receive programming assignments which will include, but not limited to the following areas:

University BoardStudent Government

Multicultural ProgrammingAll Staff EventsMajor Concerts

University EventsLeadership Support Services

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PERSONAL SKILLS & INVENTORY

NAME: DATE:

*Answer all statements/questions on a scale of LOW - 1 2 3 4 5 - HIGH

1. PROGRAMMING

A. How involved have you been in programming?

1 2 3 4 5 B. Present background level of programming knowledge.

1 2 3 4 5

C. Your comfort in advising a program and committee?

1 2 3 4 5

2. CONTRACTS

A. Your experience in working with and negotiating contracts? 1 2 3 4 5

B. Your comfort in working with contracts.

1 2 3 4 5 C. Your interest in working with contracts.

1 2 3 4 5 D. Your comfort in advising students in negotiating contracts?

1 2 3 4 5

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3. LEADERSHIP

A. Your past effectiveness as a student in a leadership position(s).

1 2 3 4 5

B. Your comfort being in a leadership position?

1 2 3 4 5 C. Your knowledge of leadership theories and issues.

1 2 3 4 5

D. Your experience presenting leadership sessions and workshops.

1 2 3 4 5

4. WORKSHOPS/RETREATS

A. Your comfort and enjoyment in making presentations to a group.

1 2 3 4 5

B. Your interest in facilitating workshops/retreats.

1 2 3 4 5

C. Your expertise in designing workshops/retreats.

1 2 3 4 5

5. TECHNICAL (Sound & Lights)

A. Your experience with technical arrangements for programs.

1 2 3 4 5

B. Your understanding of making and assessing technical repairs.

1 2 3 4 5

C. Your interest in managing technical arrangements for programs.

1 2 3 4 5

6. ADVISORY

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A. Your experience in a voluntary supervisory role.

1 2 3 4 5 B. Your ability to use effective advisor techniques.

1 2 3 4 5

C. Your comfort in participation at meetings.

1 2 3 4 5

D. Your working knowledge of advisory strategies and techniques.

1 2 3 4 5

7. ADMINISTRATIVE

A. Your comfort in doing business on the telephone.

1 2 3 4 5

B. Your promptness in returning phone calls.

1 2 3 4 5

C. Your ability to work under pressure, crisis management and conflict situations.

1 2 3 4 5

D. Your ability to enforce policies and procedures regardless of adverse situations.

1 2 3 4 5

E. Your ability to keep information confidential and practice ethical behavior in the office situation.

1 2 3 4 5

F. Your effective use of written, oral and verbal communication skills.

1 2 3 4 5

G. Your ability to effectively manage several major tasks/programs simultaneously

1 2 3 4 5

8. BUDGETS

A. Your experience with budgeting procedures/process (development and implementation).

1 2 3 4 5

B. Your prior level of involvement with Student Activity fee allocations and budgets.

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1 2 3 4 5C. Your comfort in advising students/student groups on budgetary matters.

1 2 3 4 5

9. PROMOTIONS/GRAPHICS

A. Your experience with current graphics design and technology.

1 2 3 4 5 B. Your perception of your artistic and creative ability.

1 2 3 4 5

C. Your experience with marketing and promotional strategies.

1 2 3 4 5

10. GOALS

A. Your ability to think strategically and set goals.

1 2 3 4 5

B. Your ability to follow through with the goals you set.

1 2 3 4 5

C. Your ability to manage your time effectively.

1 2 3 4 5

11. DIVERSITY

A. Your past experiences in working with and/or advising diverse groups or students.

1 2 3 4 5

B. Your level of comfort in advising and working with diverse groups or students.

1 2 3 4 5

C. Your interest in gaining experience in working with diverse groups or students.

1 2 3 4 5

12. COMPUTER INFORMATION/TECHNOLOGY

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A. Your experience with computer software applications and products

1 2 3 4 5

B. Your expertise and knowledge of Social Media

1 2 3 4 5

C. Your interest in managing technology services and programs.

1 2 3 4 5

13. COMMMUNICATIONS/PUBLIC RELATIONS

A. Your experience with maintaining and updating information on organizational websites

1 2 3 4 5

B. Your expertise and knowledge of Social Media

1 2 3 4 5

C. Your experience working with print materials and electronic media

1 2 3 4 5

D. Your experience publishing newsletters, promotional videos, photographs, and press releases

1 2 3 4 5

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PAST LEVEL OF INVOLVEMENT WITH PROGRAMS/AREAS(2 months, 1 year, 3 years, no experience, etc.)

COMMUNICATIONS/PUBLIC RELATIONS ______ (newsletters, magazines, brochures, social media sites, press releases, etc.)

WEBMASTER/DESIGNS______COMEDY PROGRAMS ______MAJOR CONCERTS _______GRAPHIC DESIGNS/MARKETING _______GROUP RETREATS/WORKSHOPS_______HOMECOMING WEEK ______FAMILY/SIBS PROGRAMMING ______(Lil’ Siblings Weekend, Family Weekend, etc.)

LEADERSHIP PROGRAMS/DEVELOPMENT _______IDEAS/ISSUES (Lectures) ______MULTICULTURAL/DIVERSITY PROGRAMS ______(African-American, Latino American, Native-American, Gay/Lesbian, International, etc.)

FILM/MOVIES______ORIENTATION PROGRAMS (Open House, Back To School Programs) ______CULTURAL/PERFORMING ARTS ______PRODUCTIONS/TECHNICAL ______SPECIAL/THEMATIC EVENTS ______STUDENT GOVERNMENT ______WEEKEND/LATE NIGHT PROGRAMS __ OTHER_________________________ _______

PREFERENCE INVENTORYSTUDENT LIFE OFFICE

Graduate Assistant

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Programmatic Preference Inventory

Name: ______________________________________________________________

Please RANK your TOP CHOICE 1-3 in each Programmatic Area. Lower numbers is your TOP choices.

University Board (Rank TOP 3)_____Comedy _____Marketing _____Public Relations _____Cultural Arts _____Lectures

_____Movies _____Mainstage _____Productions _____Special Events

Multicultural Programming (Rank TOP 2)

_____P.A.S.T. _____DAC _____BSU _____LASO

Student Government (Rank TOP 3)

_____ Academic Affrs. _____Internal Affrs. ______Student Affrs. ____ External Affrs.

_____ Alumni Relations ______Diversity Affrs. ______Business Affrs. ____Campus Enhancement

Homecoming (Rank TOP 3)

_____Activities _____Booklet _____Coronation /Elections _____Kick Off _____Parade

_____Publicity _____Panther Pride _____Community Relations

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Green/Sustainability Programming (Rank TOP 3)

_____Big Green Week ______Green Day/Earth Day _____ Green (AF) FAIR /Think Green Fair

_____ Canned Film Festival _____Green Cup Competition _____ Blue Goes Green Marketing Campaign

iLeadership Support Services (Rank TOP 3)

____On-Line Leadership Newsletter ____On-line Leadership “On Demand”_____ Leadership Awards

____Leadership Library and Resources _____On-Line Leadership Webinars _____ Leadership in Diversity

Leadership Retreats (Rank TOP 3)

_____BSU Fall/Spring _____UB Fall/Spring _____Student Government Fall/Spring

_____Leadership in Diversity Conference _____ LASO Fall/Spring

Campus Wide Committees/Liaisons (Rank TOP 3)

____Latin Heritage (Sept/Oct) ___Native American Heritage (Nov) ___African-American Heritage (Feb)

___Women’s History & Awareness (Mar) ___International Students (Apr)

___Asian American Heritage (Apr)

All Staff Events

Quakin’the Quad/Spring Fling (Rank TOP 3)___Volunteers/Student Crews ___Promotion/Marketing ___Food/Catering ___Prizes/Giveaways

___Entertainment/Novelty

Family Weekend Concert (Rank TOP 2)

_____Security _____Catering/Hospitality _____Stage Crew _____Ushers _____Production

Major Concerts (Rank TOP 2)_____Security _____Catering/Hospitality _____Stage Crew ______Ushers _____Production

2.9 Grad Performance Appraisal and AssignmentsSemester Evaluations Each semester you are evaluated on your performance by the Student Life staff. The format remains the same for each evaluation and is provided in written copy and orally reviewed in a private discussion with you. You may provide a written addendum to the evaluation in response to the staffs' review. You will also be asked to evaluate the program at the end of each semester.

The semester evaluation has been prepared based on the Student Life staff’s observance of your knowledge, skill, and work performance in the areas specified. During your assistantship, a comprehensive exposure to and understanding of Student Life is offered providing a diverse range of experiences to prepare you as a professional in your chosen career field. Based upon the broad nature of responsibilities, this evaluation is offered to you as a statement of progress with recommendations to assist you in your further professional development. Below is the sample form:

STUDENT LIFE OFFICEGRADUATE ASSISTANT PERFORMANCE APPRAISAL

The objective of this Graduate Assistant Performance Appraisal is to measure job performance, but more importantly, it is designed to reflect upon your work experience and accomplishments, while fostering effective communication between you and SLO supervisory staff. The performance appraisal is comprised of two parts. Part I to be completed by the SLO supervisory staff prior to completion of Part II by the SLO Graduate Assistant.

DEFINITION OF PERFORMANCE RATINGSEXCEPTIONAL (5): Consistently exceeds all relevant SLO expectations in performance of GA duties and job in this area; Provides leadership, promotes teamwork, is highly productive, innovative, committed and generates top quality work; has demonstrated exceptional progress in the performance of job as GA..EXCEEDS EXPECTATIONS (4): Consistently meets and often exceeds all SLO expectations in performance of GA duties and job in this area; Shows initiative and versatility, works collaboratively, has strong communication, time management & interpersonal skills; has demonstrated significant progress in the performance of job as a GA

MEETS EXPECTATIONS (3): Meets all relevant SLO expectations as a GA in performance of duties and job in this area; Seldom exceeds or falls short of desired results; Lacks consistency in skill-set or is inexperienced/still learning the scope of job as a GA; consistency is required in the performance of job as GA.

BELOW EXPECTATIONS (2): Sometimes meets the SLO expectations as a GA in performance of duties and job. Seldom exceeds and frequently falls short and below desired results; has potential for progress in light of significant decline in job performance; improvement is required in the performance of job as a GA.

NEEDS IMPROVEMENT (1): Consistently falls short of SLO expectations as a GA in performance of duties and job in this area; has failed to demonstrate competency on the job; performance falls below expectations and significant improvement is required in the performance of the job as a GA.

PERFORMANCE APPRAISAL:1. _____Work Ethic -.Sets high standards for quality of work; demonstrates ability to set and meet deadlines;

organizes tasks and work in a manner that ensures the timely follow-through and completion of job tasks and responsibilities; understands all phases of work assignments.Comments:

2. _____Accountability - Can be relied upon to handle workload, meet deadlines, and accepts responsibility for actions or mistakes; Demonstrates ability to work effectively independent others with minimal supervision; follows-through on commitments and accepts personal accountability for results; welcomes change and constructive criticism; effectively manages stress.Comments:

3. _____Work Quality - Completes high quality work according to expectations; demonstrates “mastery” of work assignments/areas; Maintains proper paper trail and records. Pays attention to details; demonstrates a strong sense of quality and continually looks for ways to improve and promote quality; applies advice and feedback to improve work performance.Comments:

4. _____Job Knowledge – Possesses skills, training, expertise and knowledge of un-written rules to perform the job duties competently.Comments:

5. _____Effective Communication - Written and verbal skills are efficient, clear and precise; conducts or contributes to effective meetings, seeks and accepts feedback, listens well shows respect and is sensitive to views of others, asks good questions, can get message across with desired effect or outcome; demonstrates ability to listen to others.Comments:

6. _____Interpersonal Skills/Relationships – demonstrates ability to develop mutually rewarding relationships with others; demonstrates tolerance, sensitivity and empathy to the needs, feelings and capabilities of others; interacts with others in a courteous, professional and personable manner and treats others with respect.Comments:

7. _____Conflict Resolution – is open to alternative points of view in a non-threatening way; knows when it is appropriate to compromise and when it is important to take a stand; is an active listener.Comments:

8. _____Teamwork/Collaboration - Is an effective team player who adds complimentary skills and contributes valuable ideas, opinions and feedback as a part of the team; Can be counted upon to fulfill any duties as part of a team through an exchange of ideas, assigned tasks and competent skills that complement those of the other team members; Effectively builds alliances and rapport with peers/colleagues/students to work together toward common goals.Comments:

9. _____Ethics/Trust - Maintains high level of character and professionalism in work environment conduct, dress attire and attitude; Is able to maintain confidentiality in personal and personnel matters.Comments:

10. _____Innovative/Creative - Looks for better ways to improve effectiveness by implementing new ideas and more efficient approaches; demonstrates a creative imagination.Comments:

11. _____Initiative/Drive - Strives to learn, and improve; has high desire to achieve; Seeks out ways to better themselves and others; does not remain idle – is hard working; Self-motivated; Works independently to trouble-shoot or solve problems; Looks for opportunities to take on more responsibility.Comments:

12. _____Decision-making – demonstrates ability to analyze a task, problem or issue and consistently arrives at appropriate and timely decisions; Takes corrective action to solve problems with a commitment to resolution, absence of blame, and without fear of retribution or constructive criticism by others.Comments:

13. _____Resourcefulness - Takes ownership; seeks to improve quality of work; proactively seeks new and innovative approaches to performance of job.Comments:

14. _____Technical Skills - Demonstrates expertise in programmatic planning, advising, contract negotiations, responsibility, computer technology, marketing, productions, etc...Comments:

PERFORMANCE SELF REVIEW: (To be completed by GA)

1. Which job duties and responsibilities do you view as most important as a GA in the SLO? Why?2. Have there been any circumstances that have helped or hindered you in the performance of your

job effectively as a GA in the SLO this year? If yes, what were the circumstances and how did they affect your job performance?

3. Please share your most significant accomplishment(s) or contributions during the past year as a GA in the SLO.

4. Describe professional development activities that have been Most beneficial in your professional and personal growth within the Student Life Office (e.g., GA Orientation/Training, Staff Fall/Spring Retreat, Pro Staff Book Reviews, etc.).

5. What do you think has been your most important contribution to the SLO as a GA this year? What are you most proud of?

6. What would you have liked to have accomplished or learned this year as a GA in the SLO, but were unable to? Why?

7. Describe any factors, positive or negative, you believe that may have helped or hindered your personal development and growth as a GA in the SLO.

Submitted By – Date -

2.10 ASSESSMENT  

In an effort to be more systematic and strategic, the SLO will create a plan for reviewing the overall departmental performance related to its co-curricular programs, services and events on an annual basis. The Student Life Office is committed to the development of an annual assessment model or process as it relates to measuring student success and satisfaction with delivery of SLO programs, services and events, but that also assesses student knowledge, learning and skill acquisition. The SLO Staff will engage in a regular process of identifying programmatic goals and learning outcomes, developing assessment tools, conducting assessments and collecting data, then using the information to make informed decisions and guide the development of future SLO programs and continued review of existing programs. In addition to collecting data that measures the department’s overall performance, related to departmental programs and services..

will systematically assess and strategically improve c

re used as a guiding framework to Typesof Learning Outcomes• Student Learning Outcomes: cognitive or affective abilities/characteristics demonstrated• Program Outcomes: what your program accomplishes• Operational Outcomes: metrics regarding how well the operation works (financial utilize student feedback/assessment results to guide the development of future programs and review of existing programs

UNIT Three: Developmental Module

   

Personal Mission StatementWellness

Personality Types/StylesLeadership Traits/Styles

Effective Time ManagementManaging Stress/Conflict

Working with Difficult PeopleWork Place Values

3.1 Personal Mission Statement

A personal mission statement based on correct principles becomes a standard for an individual. It becomes a personal constitution, the basis for making life-directing decisions and daily decisions in the midst of the circumstances and emotions that affect your life. Don't become overwhelmed by the task of writing a personal mission statement or the need to make it perfect. Instead, write a rough draft and then work to refine it over the next several weeks or months. To help you get started, ask yourself the following questions:

· What would I really like to be and do in my life?· What are my greatest strengths?· How do I want to be remembered?· Who is the one person who has made the greatest positive impact in my life?· What have been my happiest moments in life?· If I had unlimited time and resources, what would I do?· What are the three or four most important things to me?· How can I best contribute to the world?

Because each individual is unique, a personal mission statement will reflect that uniqueness, both in content and form. An effective mission statement may consist of a few words or several pages.

Writing an empowering personal mission statement is not a “to do” to be checked off. To be empowering, it has to become a living document. You must ponder it, memorize it, review it, update it, and write it into your heart and mind. You may find the following characteristics helpful to you in writing your mission statement, or in evaluating one you have already written.

An Empowering Personal Mission Statement...• represents the deepest and best within you. It comes out of a solid connection with your deep inner life.• is the fulfillment of your own unique gifts. It is the expression of your unique capacity to contribute.• addresses and integrates the four fundamental human needs and capacities in the physical, social/emotional, mental, and spiritual dimensions.• deals with all of the significant roles in your life. It represents a lifetime balance of the personal, family, work, and community roles you fill.• is written to inspire you, nor to impress anyone else.

As adapted from West Virginia Dept. of Education

3.2 PERSONAL WELLNESSWellness can be broadly defined as “the quality or state of being healthy in body and mind, especially as the result of deliberate effort.” [Dictionary.com]

Being “well” means something different to everyone. Some of us have to work hard at it and for some, it seems to come with much more ease. Either way, our own personal wellness journey often arises out of a lack of balance somewhere in our life that leads to

setting a goal. As we work toward achieving our goals, we sometimes fail to recognize all of the factors at play and what’s already going well.

Use these Key Components of Wellness to assess where things are going well in your life and where you would like to see a change. Together, these components of wellness can help you create a strong foundation for personal wellness.

1.    Social Wellness – how you relate to self, others, and community; having supportive relationships and a sense of belonging.2.    Physical Wellness – how you care for your body and mind; your health and vitality.3.    Environmental Wellness – how you create environments around you to support your best self, as well as how you relate to the global environment.4.    Emotional/Mental Wellness – your awareness and acceptance of your feelings; your thoughts, attitudes, and self-talk; your resilience and self-esteem.5.    Intellectual Wellness – having creative and stimulating activities that allow you to continue learning and pursuing your interests.6.    Career / Livelihood – having fulfilling and meaningful work in which you nurture your gifts, skills and talents.7.   Spiritual Wellness – your sense of meaning and purpose in your life; how you integrate your beliefs and values into action.8.    Financial Wellness – how you understand and handle your money in ways that provide for you now, as well as prepare you for financial changes.

3.3 PERSONALITY TYPES & WORK STYLESWorking with different personalities isn't always easy, but it's always necessary. Remember, you can't change how others behave, however you can change how you respond or react! Here are fives ways to deal with different personality type and work styles within the SLOs:

1. Give a feedback Sandwich. You may like speaking your mind, but others may not like to hear it all the time. Some co- workers have a tough time receiving negative

feedback, even when it's from someone they know, like, and admire. To ease the situation, try implementing a feedback sandwich. Start on a positive note ("I really like the work you've been completing"), continue with the potentially abrasive feedback ("but would love to see you meet deadlines"), and then end on another positive note ("so we can continue the momentum on this project").

2. Ask how the other person works. Figure out how your colleagues enjoy working and try your best not to interrupt their productivity flow. Your colleague may prefer you face-to-face time or stop by her office versus sending an email, for instance. Being flexible to other co-worker’s work personalities and styles will position you as a team player, not to mention make it easier for you to push your own projects and agenda through.

3. Choose your battles. There is a cost every time you engage in a workplace conflict and it's usually time. Projects get delayed and co-workers become stressed or frustrated. Decide what your priorities are and let everything else go—even if you know you're right. The key is to know when you should push an issue or idea and when you should just let it go or “Rise Above it”. High performers and achievers in the workplace know success is less about proving themselves, and more about contributing to a shared vision. Relationships reign supreme.

4. Know that you're on the same team. While the SLO workplace has multiple personalities and opinions, it's easy to forget that everyone is working toward the same objective. A SLO co-worker may not complete a task in the same way you would, but that's no reason to be divisive. You're all on the same team, working toward the same goal, and strong opinions are the sign of a passionate team; be grateful you're surrounded by people who care about their work as much as you do!

5. Respect other people's expertise. Most SLO co-workers just want to be heard and validated. Respect and acknowledge that your SLO co-workers may have expertise that you don't. If you can understand not only that you don't know it all, but you can't do it all, you'll find it's much more enjoyable to interact with your SLO co-workers and get things done. Try not to undermine co-workers authority and instead, ask for their input, feedback, and advice when something comes up in their realm of expertise. They'll appreciate being consulted, and you'll learn something new.

3.4 LEADERSHIP VALUES AND STYLES

As  individuals  we  all  have  a  different  idea  of  what  leadership  is,  it  goes  the  same  for leadership  traits and  style. There  are  many  activities  and  theories  about  leadership  traits  and styles,  based  on answers individuals  provide  to  questions.    As  you  look  at  leadership traits  and  styles  remember  that  they  can be  situational  and  as  individualize  refine  their personal  leadership  style  they  may change. From Mahatma Gandhi and Winston Churchill, to Martin Luther King and Steve Jobs, there can be as many ways to lead people as there are leaders. Leaders have different styles, personalities, and strengths. For that reason, it only makes sense that leaders use different approaches to carrying out their leadership. That does not mean one approach is better or worse, or even more effective than another approach. They are simply different

approaches. In some settings, one may even be the better approach at the time.

Some leaders lead more by Teaching…

Some leaders lead more by Example…

Some leaders lead more through Relationships…

Some leaders lead more by Empowering/delegating…

Some leaders lead more by Control…  One principle of leadership that must be understood, however, is that every leader must develop his or her individual leadership style.  All leaders need to have a style that is unique to them. Leaders should not use individuality as an excuse for inadequacy and excellence should be a standard for all leaders.

There are key leadership principles, that no leader should ignore, but the goal should never be to carbon copy another person’s leadership style.  Just as every individual is unique in his or her personality, every leader will have uniqueness in his or her leadership style.  Great leaders figure out the style Leaders, do you need to consider a different approach to your leadership style?

As a Leader, there will be times when you have to be willing to change your leadership approach and style if the department, organization or the people you lead require something different than you are accustomed to giving and that works best for them to produce the greatest success and results. This may require you to visit people’s offices more frequently or eat more lunches with staff. It is not a matter of trust but a matter of recognizing the responsibility that you have been given and the individual needs of the people you lead.

As in life, a leader has certain values that are especially and even uniquely important to him or her. Without thinking about it, we typically will favor those values in the way we lead others…when we make policies, in the way that we manage and the issues which get our greatest attention. Because we make decisions based on what we value, it’s important that a leader understand what he or she values in leadership and to recognize also that others may hold values which are different from ours.

Have you ever considered your personal values as a leader? Here are 7 TOP Leadership Values to consider as a leader :

1. Responsiveness – I believe leaders are required to be responsive to those they wish to lead. If people don’t hear from you they make up their own scenarios, become afraid, and lose interest and motivation.

2. Accountability – Leaders are extremely vulnerable individuals. Sometimes the leader is the last to know there is a problem. Power in leadership can lead to problems with pride and corruption. (I believe and practice this personally and have written about it numerous times.

3. Humbleness – No leader ever gets to the top without a tremendous amount of humbleness along the way. Isn’t it only fair that a leader reciprocates the grace received into grace given?

4. Authenticity – If a leader wants people to follow, he or she must be trustworthy. That requires integrity and transparency.

5. Integrity – Leaders are taking people places where they may not be completely comfortable going. If a leader has been granted trust, he or she should honor that trust with honest and moral leadership.

6. Change – Organizations and people that stand still die. Change brings momentum and creates opportunities for growth. Leadership development happens best during change.

7. Intentionality – Nothing happens without ACTION. You can have the greatest dreams and they will remain only a dream without a plan, a strategy, a system and genuine effort.

– Adapted from http://www.ronedmondson.com/

3.5 Effective Time Management“Creating  balance  as  a  graduate  assistant  will  make  it  necessary  for  you  to  organize  and  make  efficient use  of  your  time.  Time  management  skills  are  an  effective  way  to  prepare  your  most  valuable  resource during  your  academic  career:  your  time.  Below  are  some  tips  that  may  prove  useful  in  your  time management.    

GAINING  CONTROL:  No  matter  what  anyone  says  or  does,  you  as  an  individual  control  the  use of  your  time.  As  an  effective  manager  of  your  time,  you  must  first  realize  you  control  the  amount  and quality  of  the  distribution  of  your  time.      GETTING  ORGANIZED:  The  most  important  aspect  of  time  management  is  organizing  all  the

things  you  need  to  accomplish  daily,  weekly,  and  yearly.  Once  you  determine  what  needs  to  get  done, you  can  begin  planning  how  much  time  is  needed  to  accomplish  the  task.  Prioritize  all  items  and realize  not  all  items  need  to  be accomplished  today.      MAKE  A  LIST:  Once  you  decide  what  needs  to  be  accomplished,  make  a  list  of  things  to  do.  In preparing  your  list,  make  it  realistic  in  the  sense  that  you  want  to  accomplish  everything  you  have  on your  list  daily.  Reward  yourself  when  you  complete  your  list  and  add  unaccomplished  tasks  to  the following  day’s  list.      EFFECTIVE  USE  OF  TIME:  Be  realistic  in  your  timeline  for  completing  tasks.  Understand  that you  will  need  more  time  than  an  hour  to  study  for  a  mid-‐-term  exam.  Allow for breaks and do not over--‐-schedule your time.      PRACTICE:  In  order  to  be  a  good  time  manager  you  must  practice.  Practice makes perfect.  The  more you  work  at  your  time  management  the  more  successful  you  will  be  academically  and  socially. Remember, you control how you use your time!    Source:  Grand  Valley  State  University  Academic  Resource  Center,  Career  Planning  &  Counseling  Center,  2001        

     

More  Help…    Organize:  On your schedule, be specific.  Know  in  advance  not  only  what  time  you’re  going  to study,  but  exactly  what  you  must  accomplish.  Also,  have  all  of  the  materials  you  will  need before  you  start  so  you  will  not  be  wasting  time  searching  for  a  book,  pencil  or  whatever. When you  finish  doing  what  you  set  out  to  do,  reward  yourself  by  doing  something  that you  enjoy.      Essentials:  Can you stream line your  study  time  by  cutting  out  non-‐-essentials?  Can you  eliminate  work  done  out  of  habit  which  serves  no  useful  purpose?  For  example,  re-‐-typing all  of  your  class  notes  may  be  a  habit  that  takes  too  much  of  your  time  and  has  little,  if  any, positive value.      Peak  Time:  Try  to  determine  the  time  of  day  when  you  are  most  alert  and  schedule  study time  then.  Other times of  day  needn’t  be  wasted.  For  example,  you  can  clean  your apartment  when your  mind  is  not  at  peak  alertness.  Studying  at  these  low-‐-energy  periods is  a  true  waste  of  time.      Down  Time:  You  probably  waste  lots  of  time  that  you  think  that  you  do  not  have.  For  example,  you  can  read  a  chapter  from  one  of  your  textbooks  while  you  do  the  laundry.  You can  jot  down  notes  for  an  English  essay  while  standing  in  line.  You can plan  tomorrow’s activities during  TV  commercials.  Every minute counts!    REMEMBER:  IF YOU WASTE YOUR TIME, YOU WASTE YOUR LIFE. LOST MOMENTS ARE GONE FOREVER.  

A  late  lunch  is  a  fast  lunch:  If  you  have  to  meet  with  classmates  to  do  group  work, why  not  schedule  lunch  meetings  for  1:30  or  later?  You’ll  probably  be  able  to  get  better, faster  service  and  everyone  will  tend  to  get  directly  to  the  point  because  the  afternoon is  going  by  fast.      

 Helpful Traits for Better Time Management  

1. Ability to Maintain Harmonious Relations with Others:  This reduces to a   minimum the time spent in friction, arguments, and hostility. Compromise facilitates action controversy impedes it.    

2. Good  Memory:  An  ability  to  recall  information  accurately  and  know  what  needs  to  be done  next. (A  person  who  lacks  a  good  memory  will  do  well  to  recognize  this  deficiency  and use  checklists  and  files  to  supplement  their  memory).    

3. Flexibility:  The method that worked well yesterday may not be appropriate today.  The alert, observant individual open to change has an advantage.    

4. Self-Confidence:  Only the self-‐-confident person can steadily pursue the course  they  have  laid without  being  distracted  by  trivia  and  conflicting  demands  of . It  takes  a  lot  of  self--‐-confidence  to  set  priorities  and  stick  with  them.    

5. Frankness:  In  dealing  with  people,  frankness  not  only  saves  time,  but  also  encourages others  to  be  direct  and  frank.  Without such frankness, many long hours  are  wasted  and  the result  is  often  misunderstanding  and  confusion.    

6. Physical  Vigor:  Enables  a  person  to  work  more  effectively  and  even  work  longer hours if necessary.    

   

                     

3.6 Managing Stress/ConflictUnderstanding Stress

What is stress and what can cause it?

Stress is anything that stimulates you and increases your level of alertness. Life without stimulus would be incredibly dull and boring life with too much stimulus becomes unpleasant and tiring, and may ultimately damage your health or well-being. Too much stress can seriously interfere with your ability to perform effectively.

The art of stress management is to keep yourself at a level of stimulation that is healthy and enjoyable.

There are several major sources of stress:

Survival Stress: may occur in cases where survival or health is threatened, where you are put under pressure, or where you experience some unpleasant or challenging event. Here, adrenaline is released in the body and you experience all the symptoms of your body preparing for “fight or flight.”

Internally Generated Stress: can come from anxious worrying about events beyond your control; from a tense, hurried approach to life or from relationship problems. It can also come from an “addiction to and enjoyment of stress.

Environmental and Job Stress: your living or working environment causes the stress. It may come from noise, crowding, pollution, untidiness, dirt, or other distractions.

Fatigue and Overwork: occurs when stress builds up over a long period. This can occur when you try to achieve too much in too little time, or when you are not using effective time management strategies.

If you are not under enough stress, then you may find that your performance suffers because you are bored and unmotivated. If you are under too much stress, then you will find that your results suffer as stress related problems interfere with your performance. Four response stages to sustained levels of excessive stress are:

Stage One: Challenges are faced with plenty of energy. Responses are positive and effective.

Stage Two: After a period of time, fatigue sets in with feelings of anxiety, frustration and anger. The quality of work begins to suffer.

Stage Three: As high stress continues, sense of failure develops along with increased incidents of illness. At this stage it is common to become distanced from the source of stress.

Stage Four: Ultimately, if high levels of stress continue without relief, depression, burnout, nervous breakdown, or some other form of serious stress related illness occurs.

Avoiding BurnoutWhat is Burnout?

Burnout occurs when highly committed people lose interest and motivation. Typically it will occur in hard working, hard driven people who become emotionally, physically and psychologically exhausted. You are at risk for burnout when:

You find it difficult to say no to additional commitments and responsibilities.You have been under intense and sustained pressure for some time.Your high standards make it difficult to delegate to co-workers.You have been trying to achieve too much for too long.

Symptoms of BurnoutBurnout will normally occur slowly, over a long period of time. It may express itself physically or mentally. Symptoms include:

A feeling of lack of control over commitments.An incorrect belief that you are accomplishing less.A growing tendency to think negatively. Loss of a sense of purpose and energy.Increasing detachment from relationships. This may cause further conflict and stress, adding to the problem.

If you are in Danger of Burning Out….If you feel that you are in danger of burning out or are not enjoying what you do, the following points can help you correct the situation:

Re-evaluate your goals and prioritize them.Evaluate the demands placed on you and see how they fit in with your goals.Identify your ability to comfortably meet these demands.If you are over-involved, reduce the commitments that are excessive.Involve other people in a supportive role—you owe it to yourself!Learn stress management skills.Examine other areas in your life that are generating stress, such as work or family, and try to solve problems and reduce the stress.Get the support of your friends and family in reducing stress.Ensure that you are following a healthy lifestyle.

o Get adequate sleep and rest to maintain your energy levels.o Eat a healthy, balanced diet.o Get adequate regular aerobic exercise.o Limit your caffeine and alcohol intake.

Acknowledge your own humanity: remember that you have a right to pleasure and relaxation.

How to Stay StressedAs suggested by the DeAnza Health Office at Stanford University

Stress, tension and burnout have long been complaints from student affairs staff members. As multiple programs, seminars and classes have been offered to address stress management for individuals, one conclusion might be drawn: YOU ALL MUST WANT TO REMAIN STRESSED! Consider the following reasons why:

Stress helps you seem important Anyone as stressed as you must be working very hard and, therefore, is probably doing something very crucial.

Stress helps you maintain personal Anyone as busy as you certainly can’t be expected distance and avoid intimacy. to form emotional attachments to anyone. And let’s

face it—you’re not much fun to be around anyway!

Stress helps you avoid responsibility. Obviously you’re too stressed to be given any more work. This gets you off the hook for all of the mundane chores; let someone else handle them!

Stress gives you a chemical rush. Stress might be considered a cheap thrill. Be careful—you might become addicted to your own adrenaline.

Stress helps you avoid success. Why risk being “successful” when by simply staying stressed you can avoid all of that? Stress can keep your performance level low enough that success won’t ever be a threat!

Stress lets you keep an authoritarian The authoritarian style of “just do what I say!” is management style. generally permissible under crisis conditions. If

you maintain a permanently stressed crisis atmosphere, you can justify an authoritarian style all of the time.

Are you worried now about how to stay stressed? You’ll have no trouble if you practice the following clinically proven methods:

Never exercise. Exercise wastes a lot of time that could be spent worrying.

Eat anything you want. If cigarette smoke can’t cleanse your system, a balanced diet isn’t likely to, is it?

Gain weight. Work hard at staying at least 25 pounds over your recommended weight.

Take plenty of stimulants. The old standards of caffeine, nicotine and sugar will work just fine.

Avoid “woo-woo” practices. Ignore the evidence that meditation, yoga, deep breathing, and/or mental imaging help to reduce stress. The Protestant work ethic is good for everyone, Protestant or not.

Get rid of you social support system. Let the few friends who are willing to tolerate you know that you concern yourself with friendships only if you have time, which you don’t. if a few people persist in trying to be your friend, avoid them.

Personalize all criticism. Anyone who criticizes any aspect of your work, family, dog, house or car is mounting a personal attack. Don’t take time to listen—Just be offended and return the attack.

Throw out your sense of humor. Staying stressed is no laughing matter and it shouldn’t be treated as one.

Males and females alike—be macho. Never ask for help, and if you want it done right, do it yourself!

Become a workaholic. Put work before everything else and be sure to take work home evenings and weekends. Keep reminding yourself that vacations are for sissies.

Discard good time management skills. Schedule in more activities ever day than you can possibly get done and spend time worrying about it every chance you get.

Procrastinate. Putting things off to the last minute always produces a marvelous amount of stress.

Worry about things you can’t control. Worry about the stock market, earthquakes, the approaching Ice Age, you know…all the big issues.

Become not only a perfectionist, but …and either beat yourself up, or feel guilty, set impossibly high standards… depressed, discouraged and/or inadequate when you

don’t meet them.

3.7 Working with Difficult People

Here are 9 tips which SLO has found to work in dealing with such people:

1. Be calm. Losing your temper and flaring out at the other person typically isn't the best way to get him/her to collaborate with you. Unless you know that anger will trigger the person into action and you are consciously using it as a strategy to move him/her, it is better to assume a calm persona.

Someone who is calm is seen as being in control, centered and more respectable. Would you prefer to work with someone who is predominantly calm or someone who is always on edge? When the person you are dealing with sees that you are calm despite whatever he/she is doing, you will start getting their attention.

2. Understand the person's intentions.I'd like to believe that no one is difficult for the sake of being difficult. Even when it may seem that the person is just out to get you, there is always some underlying reason that is motivating them to act this way. Rarely is this motivation apparent. Try to identify the person's trigger: What is making him/her act in this manner? What is stopping him/her from cooperating with you? How can you help to meet his/her needs and resolve the situation?

3. Get some perspective from others.In all likelihood, your colleagues, managers and friends must have experienced similar situations in some way or another. They will be able to see things from a different angle and offer a different take on the situation. Seek them out, share your story and listen to what they have to say. You might very well find some golden advice in amidst of the conversation.

4. Let the person know where you are coming from.One thing that has worked for me is to let the person know my intentions behind what I am doing. Sometimes, they are being resistant because they think that you are just being difficult with them. Letting them in on the reason behind your actions and the full background of what is happening will enable them to empathize with your situation. This lets them get them on-board much easier.

5. Build a rapport.With all the computers, emails and messaging systems, work sometimes turn into a mechanical process. Re-instill the human touch by connecting with your colleagues on a personal level. Go out with them for lunches or dinners. Get to know them as people, and not colleagues. Learn more about their hobbies, their family, and their lives. Foster strong connections. These will go a long way in your work.

6. Treat the person with respect.No one likes to be treated as if he/she is stupid/incapable/incompetent. If you are going to treat the person with disrespect, it's not going to be surprising if he/she treats you the same way as well. As the golden rule says, "Do unto others as you would have them do unto you."

7. Focus on what can be acted upon.Sometimes, you may be put into hot soup by your difficult colleagues, such as not receiving a piece of work they promised to give or being wrongly held responsible for something you didn't do. Whatever it is, acknowledge that the situation has already occurred. Rather than harp on what you cannot change, focus on the actionable steps you can take to forward yourself in the situation.

8. Ignore.If you have already tried everything above and the person is still not being receptive, the best way might be to just ignore. After all, you have already done all that you can within your means. Get on your daily tasks and interface with the person only where needed. Of course, this isn't feasible in cases where the person plays a critical role in your work - which leads us to our last tip.

9. Escalate to a higher authority for resolution.When all else fails, escalate to your manager. This is considered the trump card and shouldn't be used unless you've completely exhausted your means. Sometimes, the only way to get someone moving is through the top-down approach, especially in bureaucratic organizations. Be careful not to exercise this option all the time, as you wouldn't want your manager to think that you are incapable of handling your own problems. I have done this several times in my previous job and I found it to be the most effective in moving people who just refuse to cooperate otherwise.

http://www.dumblittleman.com/2009/07/9-useful-strategies-to-dealing-with.html

3.8 Work Place Values1. Strong Work Ethic

The EIU Student Life Office values employees who understand and possess a willingness to work hard. In addition to working hard it is also important to work smart. This means learning the most efficient way to complete assigned tasks and finding ways to save time while completing daily assignments. It’s also important to care about your job and complete all projects while maintaining a positive attitude. Doing more than is expected on the job is a good way to show that you utilize good time management skills and don’t waste valuable work time procrastinating or attending to petty issues not related to the job.

2. Dependability and Responsibility

The EIU Student Life Office values employees who come to work on time, are there when they are supposed to be, and are responsible for their actions and behavior. It’s important to keep SLO staff abreast of changes in your routine, schedule or if you are going to be late for any reason. This also means keeping your SLO supervisor(s) informed of where you are on all projects you have been assigned.

3. Possessing a Positive Attitude.

The EIU Student Life Office values employees who take the initiative and have the motivation to get the job done in a reasonable period of time. A positive attitude gets the work done and motivates others to do the same without dwelling on the challenges that inevitably come with the job.. A positive attitude is something that is valued by SLO staff and students and makes the job more pleasant and fun to go to each day.

4. Adaptability

The EIU Student Life Office values employees who are adaptable and maintain flexibility in completing tasks. Being open to change and improvements provides an opportunity to complete work assignments in a more efficient manner. Adaptability requires adapting to the personality and work habits of SLO co-workers and supervisors. Each person possesses their own set or strengths and adapting personal behaviors to accommodate others is part of what it takes to work effectively as a team.

5. Honesty and Integrity

The EIU Student Life Office values employees who maintain a sense of honesty and integrity above all else. Good working relationships are built on trust. When working

for the SLO it is critical to know that they can trust what you say and what you do. It is the responsibility of each SLO staff member to use their own individual sense of moral and ethical behavior when working with, supervising and advising others within the performance of their job and duties with the SLO.

6. Self – Motivated

The EIU Student Life Office values employees who require little supervision and direction to get the work done in a timely and professional manner. Self-motivated SLO employees who understand his/her responsibility on the job require very little direction from their supervisors. Taking the initiative will provide SLO employees with a sense of accomplishment and increased self-esteem.

7. Motivated to Grow & Learn

The EIU Student Life Office values SLO employees who are interested in keeping abreast of new developments and knowledge in the field of Student Life/Activities. Learning new skills, techniques, methods helps keep the SLO productive. Keeping up with current trends, changes in the Student Life field is vital for success in the SLO.

8. Strong Self – Confidence

The EIU Student Life Office values a self – confident employee who is someone who is inspired and can inspire others. A self-confident SLO employee is not afraid to get a second opinion, or ask questions on issues or decisions where they believe they need more knowledge. The self-confident SLO employee does what he/she believes is right and is willing to take risks. Self- confident people can also admit when they are wrong or make mistakes. They recognize their strengths as well as their weaknesses and are willing to work on the latter. Self-confident people have faith in themselves and their abilities no matter the circumstances or outcome.

9. Professionalism

The EIU Student Life Office values SLO employees who exhibit professional behavior at all times. SLO professional behavior includes learning every aspect of a job and doing it to the best of one’s ability. SLO professionals look, speak, and dress accordingly to maintain an image of someone who takes pride in their work, behavior

and appearance. SLO professionals complete projects as soon as possible and avoid letting uncompleted projects pile up. SLO professionals complete high quality work and are detail oriented. SLO professionals are enthusiastic about their work and optimistic about the SLO and its future.

10. Loyalty

The EIU Student Life Office values SLO employees than can be trusted and who exhibit their loyalty to the SLO staff, students and services.

UNIT FOUR: Student Development

Advising & SupervisingAdvisor Expectations & Roles

Student ExpectationsValuing Diversity

Working with Group DynamicsGetting most out of Leaders

Recruit/Retention/Program Student Leaders

4.1 ADVISING & SUPERVISING Six Steps to SupervisionEffective supervision begins with the individual staff member’s skills, abilities and needs. Providing the challenges, training, and support necessary to enhance an individual’s skills and abilities should result in happy and productive staff members.

Establishing and maintaining a relationshipWhat kind of relationship do you want? What does the staff member want?How do you explore/develop the relationship?Set clear expectations.What if expectations differ between staff member(s) and supervisor?

Communicate openly and freelyEstablish one on one meeting(s).Utilize all forms of communication.Watch out for “hidden agendas” and get them out on the table.Communicate assertively.

Assessing the needs and abilities of each individualWhat kinds of needs are you assessing? Personal? Work related?How do you adjust your style to match the needs of the staff member?What skills are strong? What skills are lacking?

Delegating responsibilitiesHow do you match responsibilities with skill?Setting clear expectations—why is it important?Are you always a delegator? What different styles can you use here?

Identifying training and developmental needsIdentify and choose training activities to assist staff in meeting expectations.How do you adapt to learning styles?What about different purposes of training? (Develop new skills vs. improving current skills)What about burnout?How do you balance skills that are deficient?What about the use of other staff in assisting with such training?

Providing evaluation and feedback—formal and informalWhen is feedback most appropriate?How do your staff members want to receive feedback?How do you encourage your staff members to give feedback to one another?How do you encourage your staff members to give feedback to you?

Adapted from Materials Presented by: Schwitzer, A.M., Shaffer, J.L., & Gonzalez, T.A. (1999). Making supervision work for new professionals and their supervisors. Atlanta, GA: ACPA Convention.

Advising Students“Advice is what we ask for when we already know the answer but wish we didn’t.” ~Erica

Jong

Advising student groups can be one of the most exciting and rewarding pieces of your experience. At the same time, it can also prove to be one of the most frustrating and challenging experiences! The following section has been developed to help you understand the difference between supervising student staff members and working with a group of student leaders to accomplish a goal. (Much of this information has been adapted from the Advisor Recognition Training courses (ART) sponsored by the National Association of College and University Residence Halls (NACURH). )

An Advisor’s Educational Functions1. Informing: Advisor shares factual information that is crucial and/or helpful to the

group. a. Informing students of relevant policies and proceduresb. Relaying pertinent information to the group and/or members (upcoming events

and dates)

c. Telling group members about useful campus and community resources

2. Teaching: Advisor presents information in such a manner that the students gain knowledge that they can use later; more than just facts; uses knowledge of developmental theories.

a. Introducing concepts such as community development and programmingb. Teaching the skills necessary for implementing programsc. Helping individual students learn how to complete specific tasks (i.e. meeting

agendas, official letters, ordering supplies, keeping a budget, etc.)d. Using developmental theories to challenge students to view issues from different

vantage points.

3. Coaching: Advisor offers suggestions and reminders to the group; encourages, motivates, reinforces positive efforts and results.

a. Reminding students of necessary proceduresb. Helping brainstorm ideas for a programc. Proposing an alternative solution when the group is attempting to solve a

problemd. Asking questions which will prompt further thought on the part of studentse. Leading a discussion in which the group members identify goals

4. Consulting: Group members seek input from an advisor relative to a particular situation, issue or problem; advisors offer perspective.

a. Responding to a direct question presented after a member of the group has described the situation

b. Asking questions which may help clarify the group’s position on an issuec. After listening to the manner in which the group has decided to proceed,

presenting an alternative for discussion

5. Collaborating: Advisor and students mutually discuss and issue or situation; work together to plan or implement an activity.

a. Engaging in a mutual discussion to resolve a problemb. Developing strategies for implementing a successful programc. Working together toward a common goal for the group

6. Facilitating: Advisor intervenes in the process and relationship components of the group; assists in working through challenges and conflicts.

a. Encouraging participation among all group membersb. Helping the group examine the group dynamicsc. Intervening in long discussion by summarizing for the group and helping them

focus on the topic at handd. Discussing group dynamics and group management techniques with a supervisor

7. Evaluating: Advisor provides behavioral feedback to individual members and to the entire group.

a. Providing individual feedbackb. Leading a discussion with the entire group which gets members to assess the

group

The Advisor’s Should & Ought ListBy sharing knowledge about the college and personal experience, the advisor can assist the group in its activities. In addition, valuable mutually rewarding non-classroom friendships can be fostered between advisors and students.

The relationship between an advisor and an organization will vary, not only with each organization, but from time to time within an organization. Nevertheless, the general concerns of the advisor remain constant and encompass the following points:

The advisor recognizes and supports the participation in student organizations for it contributes to educational and personal development of students.

Advisors work with student organizations but should not direct the organization’s programs or activities. However, the advisor should be frank in offering suggestions, considerations or ideas for the group’s discussion.

The advisor stays well informed of the plans and activities of the group. The expectation is that advisor will attend meetings and activities of the group and will consult frequently with officers.

The advisor is well aware of the goals and direction of the group and helps the organization evaluate its progress toward reaching these goals.

The advisor provides continuity within the group and is familiar with the group’s history. The advisor should also be familiar with the constitution and bylaws of the group and be prepared to assist with their interpretation.

The advisor ensures the group’s compliance with college policies and procedures.

Advisors should be aware of the financial status of the group and encourage the keeping of accurate records.

The advisor should monitor group functions and encourage members to fully participate, to assure appropriate responsibility for group activities and to maintain a balance between academic activities and co-curricular commitments.

The advisor should attempt to learn the names of all members quickly.

The advisor assists in training new officers and developing member leadership skills.

The advisor should be prepared to deal with major problems or emergencies within the group.

The advisor may be consulted by members of the group about personal problems.

The advisor should strive to develop relationships that are productive and mutually satisfying.

4.2 ADVISOR EXPECTATIONS and ROLES

An Organization and Its Advisor“Example is not the main thing influencing others. It is the only thing.” ~Albert Schweitzer

You might be wondering why a student organization would want a faculty or staff advisor. After all, you were elected because you are a competent and capable leader, right? Right! But...

Do you sometimes have trouble with administrative red tape? Do you sometimes wish your group had more support from related academic or service departments? Could your organization benefit from some “connections” with university policy-makers? And even though you are doing a super job now, will your group have to start again from scratch next year? A faculty or staff advisor could help alleviate these and other problems, without taking over the leadership of your organization.

The Role of an Advisor is to: Serve as a “sounding board” off of which you can bounce new ideas. Support your group. Intervene in conflicts between group members and/or officers. Be knowledgeable of policies that may impact on your organizations decisions, programs, etc. Run “interference” with University Departments. Provide continuity and stability as student leadership changes. Provide an “outside” view or perspective. Provide your group with connections. Help deal with organizational crisis. Give honest feedback to group members

SOUND GOOD? Better still is the fact that the organization/advisor relationship benefits the advisor too. Being involved with a student organization offers the faculty or staff member:

A unique opportunity to get to know and work with students outside the classroom or office. The reward of watching the group develop to its fullest potential. The reward of watching students develop their individual skills and talents. The chance to informally share his/her knowledge and expertise on relevant topics. An opportunity to feel satisfaction and accomplishment through making a special contribution to a particular group of students.

THE RESPONSIBILITIES OF GROUP MEMBERS TO THEIR ADVISOR ARE:

Discuss your expectations of the advisor’s role with your advisor - from the beginning. Notify the advisor of all meetings Send the advisor a copy of all minutes The President/Committee Chair should meet regularly with the advisor to discuss organizational matters and to relay and update information. Consult him/her before any changes in the structure or policies of the organization (committee) are made, and before major projects are undertaken Understand that although the advisor has no vote, he/she should have speaking privileges Remember that the responsibility for the success or failure of a group project rests ultimately with the group, not the advisor. Periodically, evaluate your advisors and give appropriate feedback to let them know how they may improve in order to advise you better.

The Role of the Advisor Survey

Listed below are some expectations student leaders may have for their advisor. This form is designed to help advisers and student officers arrive at a clear and mutually agreed upon role of the advisor.

Directions: The advisor and each executive board member should respond to the following items, compare answers and discuss any differences. If an item is determined not to be the responsibility of the advisor, it would be valuable to clarify which executive member will assume that responsibility.

For each of the following statements, indicate how important the function is using the following scale:

1 Essential for the advisor to do2 Helpful for the advisor to do3 Nice for the advisor to do, but they don’t have to4 Would prefer the advisor not to do5 Absolutely not the advisor’s role

1. Attend all general meetings.

2. Attend all executive board meetings.

3. Call meetings of the executive board when he/she feels it is necessary.

4. Explain the College policies to the executive board & expect that those policies are upheld.

5. Explain College policies to the general membership when relevant to the discussion.

6. Meet with the President regularly to discuss the group’s progress, issues, concerns, etc.

7. Help the President prepare an agenda before each meeting.

8. Serve as Parliamentarian for the group.

9. Speak up during a discussion when he/she has relevant information.

10. Speak up during a discussion when he/she believes the group is likely to make a poor decision.

11. Be quiet during the general meetings unless called upon.

12. Exert his/her influence with officers between meetings.

13. Take an active part in formulating the goals and objectives of the group.

14. Initiate ideas for discussion when he/she believes it will help the group.

15. Be one of the group except for voting and holding office.

16. Attend all group activities.

17. Require all expenditures to be cleared prior to making financial commitments.

18. Check the secretary’s minutes before they are finalized.

19. Check all official correspondence before it is sent out.

20. Get a copy of all official correspondence.

21. Be custodian of all group paraphernalia, records, etc. during the summer/change of officers.

22. Keep official files in his/her office.

23. Inform the group of infractions of their constitution, bylaws, and standing rules.

24. Keep the group aware of its stated objectives when planning an event.

25. Veto a decision when it violates group objectives, constitution, College policy, etc.

26. Mediate interpersonal conflicts that arise between executive board members.

27. Be responsible for planning leadership skills workshops.

28. State what his/her advisor responsibilities are as he/she sees them at the beginning of the year.

29. Let the group work out its problems, including making mistakes and “doing it the hard way”.

30. Insist on an evaluation of each activity by those students responsible for planning it.

31. Take the initiative in creating teamwork and cooperation among the executive board.

32. Let the group thrive or decline on its merits; do not interfere unless requested to do so.

33. Represent the group in any conflicts with members of the College Staff.

34. Be familiar with College facilities, services and procedures.

35. Recommend programs, speakers, etc.

36. Take an active part in the transition of responsibilities between old and new e-board members.

37. Approve all candidates for office in terms of scholastic standing (GPA).

38. Cancel any activities that have been inadequately planned or represent poor use of funds.

39. Act as an advocate for the organizationAdapted from Organization and Advisor Manual, Activities Center, California State Polytechnic University, San Luis Obispo, 1994.

4.3 STUDENT EXPECTATIONSWhat Does It mean to be a SLO Graduate Advisor?There are fundamental expectations that all students are entitled to expect of their SLO Graduate Advisors:

1) To be AvailableStudents need to be able to see their SLO Graduate Advisors as needed throughout the semester, not just at pre-registration. SLO Graduate Advisors should schedule office hours and stick to them. This needs to be done with student schedules in mind. It is not reasonable to expect a student to miss a class to accommodate posted office hours. SLO Graduate Advisors should also be reachable through text, voice mail and electronic mail, and should respond to messages in a timely manner.

2) To be KnowledgeableStudents have the right to expect their SLO Graduate Advisors to give them accurate information about University and program requirements, about procedures, about policies, and about deadlines.

3) To CareEvery student has the right to be treated by his or her SLO Graduate Advisor in a respectful, caring, considerate and professional manner. Information can be dispensed in many ways, but advice can only be given through an interactive process in which the goals, abilities, successes and shortcomings of the advisee are known and respected. Good SLO Graduate Advisors are good listeners who take the time to get to know their students.

4) To be a MentorA good SLO Graduate Advisor becomes a mentor. He or she supervises student work, provides insightful feedback and direction and mentors his/her students throughout their education at EIU.

The legitimate expectations students have of their SLO Graduate Advisors are many, but there ARE a few expectations that some students may have that are unreasonable. Both SLO Graduate Advisors and student leaders need to be clear about their workplace relationships limits/limitations. SLO Graduate Advisors are friendly, but should not be expected to be BFF’s or pals. Students should respect the fact that SLO Graduate Advisors are busy people whose time is important.

4.4 VALUING DIVERSITY

Diversity is defined in the dictionary as "the condition of being different." A crucial mistake many people make is to equate diversity with "race" and "culture". They think diversity is about "what Hispanics are like" or "what Europeans are like". This approach is inherently flawed because it reinforces stereotypes and promotes an "us versus them" mentality. Diversity extends far beyond race and culture to include a number of dimensions of differences

They include age, race, ethnicity, gender, physical qualities and sexual orientation. Secondary dimensions include topics such as income, education, religious beliefs, military experience, geographic location, parental status and marital status. People are usually less sensitive about the secondary dimensions, because they are elements which we have some power to change.

Throughout history, America has been referred to as a "melting pot", "salad bowl" and a "kaleidoscope." The melting pot metaphor emerged from the idea that customs and traditions of people of different races and ethnicities would

blend and lose their own distinctions after close contact over time, just like ingredients mix in a pot. Later the salad bowl metaphor was used to describe this blending of ethnic characteristics much like salad ingredients tossed in a bowl. Currently the kaleidoscope metaphor seems to more accurately reflect what is happening in a diverse society. When a kaleidoscope is in motion, new possibilities emerge at every turn, just like the interaction between cultural groups.

Valuing diversity recognizes differences between people and acknowledges that these differences are a valued asset. Multicultural education is an important component of valuing diversity . It respects individuality while promoting respect for others. It emphasizes the contributions of the various groups (e.g. ethnic, gender, income, sexual orientation, etc.) that make up the population of the world. When you value diversity, you too become a learner.

Adapted from Valuing Diversity Susan J. Barkman and Hannah L. Speaker

4.5 WORKING with GROUPS DYNAMICSImportant aspects of a group that works well together, is how individuals interact with each other and how individuals react with the group. Positive relationships are important in a group, and understanding them is equally important. In order to develop good group dynamics, you must first develop good relationships.

.

Group DevelopmentOne way to think about how to structure and develop your work group is to look at the various stages that every team will go through. Each team will have predictable needs, depending upon how long it has been in existence or how effective it has been in working through problems that have arisen. Understanding these stages and what to do to move through them can be extremely helpful to a supervisor.

Forming: The First Stage of Group DevelopmentIn this stage, there’s a lot of exploration as group members get to know one another. Issues that arise are questions of whether each person feels like they belong to the group, whether members can be trusted and who is in charge. Orientation is an important task in the forming stage. This is also a good time to look at how the group is organized.

Characteristics of the Forming Stage: Exploration Focus on similarities and differencesFirst impressions are keyConfusion/anxiety

Lower productivityIssues of inclusion, leadership and developing trustOpen communication is a must

Storming: The Second Stage of Group DevelopmentWhen group members get to know each other better, the storming stage begins. This stage is characterized by a bid for power. This is an excellent time to focus on team building to ensure that people can get to know one another and not get stuck in seeing each other as competitors. When group members get to know each other better, the storming stage begins. This stage is characterized by a bid for power. Each group member is wondering whether or not he or she will be respected and this plays out in competition, tension and disunity. Relationships become strained and differences become uncomfortable.

Characteristics of the Storming Stage: CompetitionStrained relationships Leader is challengedTension and disunityIssues of autonomy vs. control, support vs. competition, influence, decision making

Norming: The Third Stage of Group DevelopmentIn the norming stage, the group has begun to be effective. Trust begins to emerge and differences are appreciated. The issues become how to strengthen relationships, open communication and provide positive and constructive feedback. In the norming stage, the group has begun to be effective. The focus of each individual is on “how can I help the group?” Because of this, there is increased cohesion and more collaboration. Trust begins to emerge and differences are appreciated. The issues become how to strengthen relationships, open communication and provide positive and constructive feedback. The team is now focused on cooperation. The leader’s task is to support the group and its members and the group’s task is to communicate and ensure the flow of data.

Characteristics of the Norming Stage: Increased cohesion and collaborationEmerging trustAppreciation of differencesIssues in strengthening relationships, open communication, positive/constructive

Performing: The Fourth Stage of Group DevelopmentAt this point, the group is asking “How can we do our best?” and is filled with enthusiasm and focused on creative problem solving. Characteristics include harmony, productivity, effective problem-solving and full development of the potential of the group and the individuals in the group. This is the stage where customer service will be excellent. Many groups never reach the performing stage. At this point, the group is asking “how can we do our best?” and is filled with enthusiasm and focused on creative problem solving. Characteristics include

harmony, productivity, effective problem solving and full development of the potential of the group and individuals in the group.

Characteristics of the Performing Stage: You have to go through the other stages to get here Harmony and productivityProblem-solvingShared and participative leadership Full development of potential

Adapted from The Center for Human Resource Development’s Training & Development website at the University of Minnesota

Understanding Group DynamicsGroup Task Roles

Initiator/contributor—new ideas or changes ways of handling group problems or goals. Establishes new procedures and new organization for the group.

Information seeker—seeks clarification of suggestions in terms of facts.Opinion seeker—seeks clarification of values pertinent to what the group is

undertaking.Information giver—offers facts or generalizations or relates own experience

pertinent to group problem.Opinion giver—states beliefs or opinions pertinent to suggestions.Elaborator—gives examples or develops meanings. Offers rationale for

suggestions made before and tries to deduce how ideas might work out.Coordinator—clarifies relationships among ideas, suggestions; pulls together

ideas and suggestions and tries to coordinate activities.Orienteer—defines position of group with respect to goals. Summarizes and

shows departures from agreed directions or goals.Evaluator—subject’s accomplishments of group to standards of group

functioning. May evaluate or question practicality, logic, facts, or procedures.

Energizer—prods group to action or decision. Tries to stimulate group to greater or higher achievements.

Procedural technician—performs routine tasks or manipulates objects for group.

Recorder—writes down suggestions, decisions; provides group memory.

Group Growing and Vitalizing RolesEncourager—praises, agrees with, and accepts others’ ideas. Indicates

warmth and solidarity in attitude towards members.Harmonizer—mediates inter-group tensions.Compromiser—operates from within a conflict; may yield status, admit error,

discipline himself, and “come halfway.”Gatekeeper and expediter—encourages and facilitates participation of others.Standard setter—expresses standards for group to attempt to achieve.Group observer and commentator—keeps records of group processes and

contributes with proposed interpretations.Follower—goes along somewhat passively; is friendly audience.

Anti-group RolesAggressor—deflates status of others.Blocker—negativistic, stubbornly, unreasonably resistant.Recognition-seeker—tries to call attention to self; may boast, report on

personal achievements.Self-confessor—uses group to express personal, non-group oriented feeling,

insight, ideology, etc.Playboy—displays lack of involvement in group’s work.Dominator—tries to assert authority in manipulating group or individuals in

group.Help-seeker—tries to get sympathy response from others through expression

of insecurity, personal confusion or self-deprecation beyond reason.Special interest pleader—cloaking personal prejudices or biases with

stereotypes to fit individual need.

4.6 GETTING THE MOST OUT of STUDENT LEADERS

Getting Started as  a  Leader  CONGRATULATIONS!  You’ve  just  been  elected  as  a  student leader,  with  the  responsibility  of  the  whole  organization  at  your hands,  scared?  Don’t  be.  You’ve  finally  received  the  position  that you’ve  wanted  and  deserved.  Every  leader  wants  to  be  the  best leader,  doing  everything  perfect  the  first  time,  having  no  mistakes made  by  you  or  the  organization.  Nice  intentions,  but  we  all  know that  is  highly  unrealistic.  People  are  fallible;  mistakes  will inevitably  be  made.  Here  is  some  information  to  get  you  thinking  so that  you  may  avoid  some  of  the  common  pitfalls  and  help  to  assure  a smooth  start  in  your  new  position.  So,  relax,  enjoy,  and  read  on!  

Deciding on a  Style  of  Leadership  The  style  of  leadership  that  you  choose  will  have  a  tremendous impact  on  your  organization.  You  want  to  develop  a  style  that  you  feel comfortable  with  and  that  will  motivate  the  members  of  your organization  to  achieve  the  group’s  goals.  What  might  prove  helpful  is to  examine  the  styles  of  the  previous  officers.  Write  down  what  you like  and  dislike  about  the  method  in  which  goals  were  or  were  not achieved,  and  why.  By  doing  so,  you  can  discover  what  you  believe  is  important  to the  organization.  For  instance:  

Are  you  people-‐-oriented  (concerned  mainly  with  how  your members  are  doing,  how  they  feel)?    

Or  are  you  task-‐-oriented  (concerned  with  what  your  members are  doing,  are  group  goals  being reached)?    

Do  you  place  fellowship  (camaraderie)  high  in  your priorities?     What would you  suggest  the  group

goals  to  be?     Do  you  feel  all  the  other  members  should  have  input  in  deciding  the

organization’s  goals?   Or  just  the  group’s  officers?    

How will  goals  be  achieved?  By  setting  up  different  committees (e.g.,  fellowship committee,  rush  committee,  blood  drive committee)?    

Is  officer  cohesiveness  important  to  you?     Ultimately,  which  method  (i.e.,  “tell  and  have  done,”

participative,  etc.)  -‐-  in  your  judgment  -‐-  would  help  the  organization accomplish  its  goals  most  effectively  in  each  situation?    

Remember  that  others  elected  you  because  they  believed  you  possessed the  ability  to  do  well.  Knowing  this  should  make  believing  in  yourself easier.  Emerson  once  said,  “Self-‐-trust  is  the  first  secret  of  success”, and  he  is  right.  So,  relax,  be  yourself,  believe  in  yourself,  and  enjoy  the challenge!    

4.7 Recruit/Retention/Program Student Leaders

Recruitment and Retention of Student VolunteersRecruitment and retention are necessary for any organization to be successful, and the two must work hand in hand. There is no point recruiting student volunteers if they are only going to leave within a short space of time. A healthy student organization needs both its existing members to remain members for many years, to allow for continuity and the development and passing on of knowledge and skills, and for new blood to be constantly entering, with fresh ideas and enthusiasm.

Recruitment is important, but so is retention of student volunteers, the often neglected step-sister. You save much time and money if you not only get them in the door, but KEEP them there. Members are more discerning than ever, and they have increasing demands on their time, and their membership or event dollars. Get them in the door, and keep them!

Retention is the first thing that needs to be focused on; it is very hard to attract new members to a student organization that the existing members don't enjoy being a part of! The key to retaining members is to ensure that they enjoy the experience, and that their needs are being met. There are three main areas that a student organization needs to assess in regards to membership retention – the organization meetings, the organization programs/programming, and most importantly, a member's sense of belonging.

8 TIPS for Successful Recruitment, Retention and Recognitions

1) Welcome your new members …By phone if possible but at least by e-mail. It’s also a chance to personally invite them to the next program or enlist them for a committee. How the organization ‘touches’ them now will affect their retention decision.

2) Spend more time on retention.Retention is often neglected while greater effort and resources are devoted to recruitment. Both are important but remember: If a member is lost, the organization has to gain one just to break even, and gain two in order to grow. It takes more effort to recruit than to retain.

3) “Membership has its Privileges”You’ve heard that before. But have you assessed the privileges and benefits of belonging to your group? What do members find beneficial? What do they want? Are you delivering VALUE? Ask them – survey them.

4) Get Them in the DoorWhether they are new or existing members, reach out to them personally to bring them in.

5) Renewing – It’s a Year-Long DecisionMembers decide about renewing each year. Each experience they have gives them an impression, subconscious that it may be, that will inform their decision to renew or not. Ensure that each contact and experience with the group is a positive one.

6) Recognize and Utilize your Outstanding MembersRecognition goes a long way, whether for longstanding members or for those who have made outstanding contributions to the group.

7) Create a Sense of CommunityStudents are a part of many communities; create one within the group – through in person groups, e-groups or other means. Members rate networking as an important benefit of their involvement and membership.

8) Utilize Marketing Materials and Resources Students use many different avenues to stay connected. Make sure that you are using Variety in marketing the organization.

UNIT Five: Programmatic Module

Types and Appraisals to Programming

Student Fees Process/AllocationFiscal Management & Accountability

Working w/Artists & AgentsContract Negotiations Process

Facilities Management & LiabilityRisk Management Liability

Effective Marketing & PromotionsEvent Planning 101

Opening WBW Overview

5.1 Types and Approaches to Programming

Type & Approaches to  Programming    For  many,  programming  an  event  on  a  college  campus  is  no  small  or  easy task!  What  turns  a  great  programming  idea  into  a  GREAT  event  can  be summed-‐-up  it  in  the  types  and  approaches  to  programming  offered.  There are  common  types  and  approaches  to  student  programming  that  go  beyond the  “usual”  guest  speaker,  comedy  show,  or  concert  event. Although the  SLO  oversees  a  wide  range  of  student  programming  throughout  the year,  a  great  deal  of  emphasis    is  placed  on  students  recognizing  the importance  of  utilizing  the  types  and  approaches  to  programming  in  the early  stages  of    brainstorming,  decision-‐-making  and  planning  to  insure programming  success!      Sponsoring  and  planning  a  successful  programming  may  seem  like  a simple  task,  but  in  all  actuality,  it  takes  a  “unique”  type  of  program and  an  “innovative”  approach  to  a  program  in  order  to  maximize  a program’s  potential  for  success!  When  considering  approaches  to  student  programming  a  few  key questions  should  be  asked  PRIOR  to  event  planning:    1. What are the “types” of  programming  to  be  considered?  2. What is  the  purpose/nature  of  the  program?  What will students  gain  or  take away  from   the  program?  

 3. Who is  the  target  audience  or  community  for  the  program?    4. How appealing would the program topic/idea/activity  be  to  EIU  students?    5. What are projected costs associated with the  program?    6. What venue/facilities are available and  best  suited  for  the  program?    7. What is  the  best  time/day/date  to  hold  the  program?    8. What  are  potential  pros/cons,  drawbacks  or  challenges  associated  with  the program?    9. What  marketing  ideas  or  promotional  incentives  could  be  utilized  for  the program?    10. Who are potential sponsors/co-‐-sponsors that can contribute to  the  program?  11. What student input or feedback could be utilized?   There  are  several  types  of  student  programs  offered  through  the  Student  Life Office  that  have  proven  to  increase  student  awareness,  engagement,  enhanced knowledge  and  broaden  the  experiences  of  EIU  students,  faculty/staff.  The various  types  and  approaches  to  student  programming  that  have  proven  most effective  include,  but  are  not  limited  to  the  following:    • Late  Night  Programming  -‐-  a  series  of  programs  “after  regular  hours”  that take  place  between the  hours  of  10pm  –  2am.  i.e.  Up All  Nites    

• Weekend  Programming  –  programs  held  on  Friday  and  Saturday  evenings.  i.e. Movies,  Comedy  shows,      

• Low  Cost  Programming  –  programs  that  are  cost-‐-effective  in  nature  through the  use  of  institutional  resources  on  a  “shoe-‐-string”  budget.  i.e.  Bingo,  Bowling,  Video Gaming  Tournament    

• Multi-cultural  Programming  –  programs  that  promote  campus  awareness  and celebration  of  diversity.  i.e.  AAHM,  LAHM,  NAHM,  WHAM,  PRIDE  Week      

• Co-‐-sponsored  Programming  –  programs  that  include  two  or  more contributors  and  endorsers  who  provide  additional  programming  support  or  assistance.  i.e.  financial, volunteers,  prizes/giveaways,  marketing,  productions    

• Alcohol  Free  Programming  –  programs  that  prohibits  the  use  of  alcohol  and alcohol  -‐-  related  products  in  an  alcohol  free  –zone  or  environment    

• Green/Sustainability  Programming  –  programs  that  promote  an  awareness of  energy-‐-saving,  recycling  and  other  environmental-‐-friendly  measures.  i.e.  BIG  Green  Week!, Trash  Bash,    

• Family/Sibs  Programming  –programs  that  promote  family  bonding  and  are family  and  child  –centered  in  nature.  i.e.  Family  Weekend,  Little  Sibs  Weekend,  Mom’s/Dad’s Weekend,      

• Novelty  Programming  –  programs  that  are  a  combination  of  interactive,  low cost  and  innovative  in  nature.  i.e.  inflatable’s,  palm  readers,  game  shows,  caricature  artist, spin  art,      

• Coffeehouse  Programming  –  programs  that  promote  acoustic/solo  acts  and performances  that  are  musical,  poetic,  and  dramatic  in  nature.  i.e.  Open  Mic  Nights,  Slam  Poetry,    

• Thematic  Programming  –  programs  that  promote  a  series  of  activities  that reflect  a  “central”  cause,  experience,  and  concept  throughout  event.  i.e.  Murder  Mystery, Quakin’  the  Quad,  Pantherpalooza,  Casino  Night    • Fundraising  Programming  –  programs  that  promote  sales/service  resulting  in  a financial  gain  of  income  or  profit.  i.e.  Late  Night  Dance,  Date  Auction,  Relay  for  Life,      • Lecture  Programming  –  programs  that  promote  keynote  speakers/guest lecturers  on  related  trends/topics/issues of  interest.  i.e.  Biggest  Loser,  Date  Doctor, Reality Show

5.2 Student Fees Process/AllocationThe   Budget   Allocation   Process   Annually  EIU  students  pay  Student  Activities  fee,  which  is  distributed  to  (5) major  Student  Activity  Fee-‐-funded  Boards  –  University  Board, Sports/Recreation,  Student  Government, Apportionment  Board,  and Dramatic  Players,  for  the  purpose  of  providing  programming,  events  and services  that  benefit  the  EIU  campus  community.  The  Student  Activity  fee  is distributed  annually  in  February  by  Apportionment  Board  (AB),  the  Fee allocation  Board.  The responsibility  of  AB  is  to  go  through  the  budget  request process  and  decide  on  the  amounts each  student  fee-‐-funded  group  should  be funded.      

Student  Fee-‐-funded  Boards  are  expected  to  plan  ahead  for  the  whole  Fiscal Year  and  request  funding  accordingly  as  outlined  in  the  AB  Policies  and  By--‐-laws.  The  “Fiscal  Year”  term  runs  from  Ju l y   1   o f   one   yea r   t o   June   30  of the  following  year.      After  each  Funding  request  deadline,  the  AB  recommends  the  amounts  for  each Student  Fee-‐-funded  board  requesting  funding  for  approval.  Please  note  that  the  AB recommendation  is  only  finalized  after  the  Student  Government  Association approves  all  student  fee-‐-funded  boards budget  for  student  fees.  All  approved  fee--‐-funds  are  then  transferred  into  the  Fee-‐-funded  accounts  of  each  student-‐-funded board.    

A C C O U N T M A N A G E M E N T  

Student  Fee-‐-funded  Boards  are  accountable  for  the  usage  of  student  fee funds  and  management  of  budgets.    It  is  important  that  all  Student  Fee--‐-funded  Boards  monitor  their  budgets  and  spend  their  funds  in  the  best interests  of  both  the  institution,  the  student  body,  and  according  to  the University  financial  procedures.  

The  following  are  requirements  for  the  management  of  all  Student Fee-‐-funded  Boards:  

A. All  student  Fee-‐-funded  Boards  are  required  to  keep  their  funds  in  a  University Student  Fee  account.  No  Other  Accounts  Are  Allowed.    

  B. All  budget  transactions  must  go  through  Laurel  Fuqua,  the  AB

Accounts  Technician, in   the  Student  Activity  Center,  MLK  Jr.  Union Rm.  #201.  Please  check  with  Laurel for correct  billings,  transactions, reimbursement  and  payments  from  Student  Fee- ‐- funded  budgets  SLO Graduate  Assistants  oversee.

C. The  Director  of  Student  Life  is  the  only  authorized  Fiscal  Agent.  SLO Graduate   Advisors  and  student  officers  will  have  access  to  the  account  in conjunction  with  the   authorization  of  Director  of  Student  Life  and AB/Technician.  

  D. The  SLO  Graduate  Assistant  and  Student  officer  with  oversight  of  the accounts  

SHOULD  REVIEW  each  account  on  a  regular  basis  and  consult with  AB   Account  Technician/Laurel  Fuqua  as  necessary.       E. The  AB  Account  Technician/Laurel  Fuqua  will  keep  accurate  records  of expenses  

income,  and  payments  and  periodically  check  with  the  EIU  Business Office  to  be  sure  

that  both  records  show  the  same  balance.  Statements of  student  Fee-‐-funded account  

balances  will  be  provided  weekly  or  available  upon  request  and  all budgetary  files   are open  to  SLO  Graduate  Assistants  and  student  officers  for review.     F. Budget   “Deficits”   should   not   occur   in   organization   accounts   and   should   be  

avoided   at all   cost.     However,   in   the   rare   instance   that   they   do,   the   amount   of   the   deficit   will   be transferred  for  existing  line  items  within the  budget.    

  G.     Any   unused   funds   in   Student   Fee-‐-funded   Accounts   as   of   June   30   will   be   returned to  Apportionment   Board   Reserve   Account   for   future   usage.   Student   Fee-‐-funded Boards  may  request  additional  funds  at  designated  times  during  the fiscal  year.    

 

5.3 Fiscal Management & Accountability

What is a Budget?  A  budget  is  a  written  outline  of  income  and  expenses  for  a  given  time period  for  an  organization or  program.    It  is  a  prediction  of  how  much  money  your programming  areas,  coordinators  or  committees  will  be  allocated  and spent  on  future  programs  and  events.        BUDGET TERMINOLOGY  

on–   Additional  Allocati a  request  for  additional  student  fees  form  the AB  Reserve   Account  

Apportionment Board  (AB)  –  fee  allocation  board  comprised  of faculty/student   representatives  responsible  for  the  approval  and  allocation  of  funds  

Deficit  –  a  shortage  of  monies  due  to  over  expenditures  in  budget  line items;   commonly  refer  to  as  “in  the  Red”  

Expense  –  cost  of  goods  and  services  designated  as  expenditures  to  be paid  

Fiscal  Agent  –  person  designated  as  authorized  signature  for approval  of   expenditures  from  the  budget  

Fiscal  Year  –  designated  timeframe  between  July1  of  one  year  to  June 30  the   following  year  when  monies  can  be  spent  

Income  –  sales  and  service  generated  as  income  from  ticket  sales  or service  fee  

Justification  –  explanation  of  how  monies  are  to  be  used  in  a  sub-‐-code   Line  Item  –  designated  sub-‐-code  in  a  budget  for  specific  expenditures   Line  Item  Transfer  –  a  request  to  transfer  monies  from  one  subcode

to  another   sub-‐-code  in  the  same  budget;  may  require  AB  approval    Budgeting Tips  

The  success  of  events  will  often  depend  on  the  group’s  ability  to budget  effectively.     Long-‐-term  planning  and  some  cost-‐-effective  spending will  help  make  sure  that  groups  are  able  to  sponsor  more  events  in  the future.      Budgeting 101:  

 Make  sure  the  event  has  been  approved  before  you  start  spending  

 Create  a  separate  budget  for  each event  

 Look  at   past  budgets  if  available    Try  to  tap  into  resources  with  other  groups/depts.  when  possible    Keep  and  itemize  all  receipts    Have  one  person  in  charge  of  the  budget   Fundraise and  request  funds  from  various  campus

organizations/depts.  Consider  charging  a  nominal  entry/admission  fee  to  help lower  costs  

 Always  set  aside  some  money  for  misc.  or  emergency  expenses    Reconcile  your  event  budget  each  week  to  prevent  financial  errors

and  overtures  

Below is a sample budget form. This is a form you can use to work with your students to build budgets for their events.

EASTERl""" ILLINOIS UNIVERSITY

Student Li.fe OfficeProgram/Event Budget Proposal Fonn

"1'du.st be typed and submitfor re11iew to SLO Staff Ad11isor M-F by 4:30pm at least 2 Weeks prior to the proposed eveut date.

Sponsoring Group /Organi7ation : _ SLO Stai'f/Grad Advisor: _

Event Chair/Coordinator: _ Committee/Sub-Committee: _

1. This Budget Proposal Form MUST be COMPLETED and reviewed BEFORE any SLO student progra m / event i s sponsored , Failure t o do so ma y result i n SLO denial o f progra m / event sponsorship.

Program_IEvent: _ Projected Budget Amount : _

Locat.ion of Program: ,Dat.e(s) of Program/Event: _

Target Audience/Attendance: Students EIU Facu lty/Staff Comrmmity Total

Program_IEvent. Description & Details"-:---------------------------------

Purpose and Goals of the Program/Event: _

FOR SLO OFFICE USE O:NLYl .REVIE"W DATE: _ REVIEWED BY: _

2. RECOMl'viElt'JDATION: YES NO3. I /ta1le read and careful(y reviewed tlte Program/El!eut budget proposal for tlte aforementioned student program/e••e11t

0 0TYPE OF

ADVERTISING!PRINTING

QUANTITY!SIZE

(if applicable)

PROJECTEDfACTUAL COST(S)

BUDGET SOURCE(S)

ADDITION04.L FU:'IDDJG&SOURCE(S)

0 0TOTAL PROJECTED COST OF ADVERTISL'i"G ANDP:RI::'o""I"IXG- PART I

--ove.--

Desctipt.ion Quantity Total Costs ActualCosts

Addl. FundingSource

Sub-Total Cost of Other Expenses

BUDGET RECCOl\IIEi:\'DATIONSIREVISIONS TOTAL BUDGET COSTS

TOTAL ADDITIOXAL FU]'.". DING

Student Life OfficeProgramming Budget Proposal Form Part II

B PROJECTED PROGRAl\1/EVENT EXJ PE l ES

NOTES:T:ype ofExpense

Projected/ Actual Cost

BudgetSource

Adcll. Funding& Source(s)

Food/ RefreshmentsTravel

Lodging

Artist's! Performer'sFee

TOTALSUB-TOTAL PROJECTEDEXPENSES - PART II

NOTES:T:yp· e ofExpense

Projected/ Actual Cost

BudgetSource

Adcll. Funding& Source(s)

Facili tyRentalCrews/ VolunteersOvertimeFeesEquipmentRentalPrizes/Awards

TOTALSl:B-TOTAL PROJECTED EXPENSES - PART III

C OTHER EXPE-XSES*

STUDENT FEES and  ALLOCATION PROCESS      The   Budget Allocation   Process   The Student Fee Allocation Process is the process in which student fee-funded boards submit a fiscal year operational budget in an effort to receive a portion of the available Student Activity Fee funds. The monies are allocated to fund operational, conferences, products, services, promotional, programmatic expenditures, and events open to all EIU students.

The role of AB is to allocate student fee funds in a manner that is consistent with the purpose of the student-fees; to ensure student fee-funded boards receive funds in a timely manner and remain accountable in planning and utilizing of student funds throughout the year; to conduct a fair and just budgetary review and allocation process, in accordance with AB polices/procedures. The Apportionment Board membership shall total fifteen and consist of eight voting student members, three voting faculty members and four non-voting ex-officio members. The Student Body Vice President Business Affairs shall be chair of the Apportionment Board. A vice chair shall be appointed by the chair from the Board membership. The vice chair must be confirmed by two-thirds of the Board membership.

Annually, in the Spring Apportionment Board (AB) the student–fee allocation board will recommend the allocation of university funds to the sanctioned fee-funded boards that request funding. EIU  students pay  Student  Activities  fee,  which  is  distributed  to  (6)  major  Student Activity Fee-‐-funded  Boards  –  University  Board,  Sports/Recreation, Student  Government,  Apportionment  Board, Daily Eastern News, and  Dramatic  Players,  for  the  purpose  of  providing  programming, events  and  services  that  benefit  the  EIU  campus  community.  

The  Student  Activity  fee  is  distributed  annually  in  February  by Apportionment  Board  (AB),  the  Fee  allocation  Board.  The  responsibility of  AB  is  to  go  through  the  budget  request  process  and  decide  on  the amounts  each  student  fee-‐-funded  group  should  be  funded.      

Student  Fee-‐-funded  Boards  are  expected  to  plan  ahead  for  the  whole Fiscal  Year  and  request  funding  accordingly  as  outlined  in  the  AB Policies  and  By-‐-laws.  The  “Fiscal  Year”  term  runs  from  Ju l y   1   o f one   yea r   t o   June   30  of  the  following  year.    

After  each  Funding  request  deadline,  the  AB  recommends  the  amounts  for each  Student  Fee-‐-funded  board  requesting  funding  for  approval.  Please note  that  the  AB  recommendation  is  only finalized  after  the  Student Government  Association  approves  all  student  fee-‐-funded  boards budget  for

student  fees.  All  approved  fee-‐-funds  are  then  transferred  into  the  Fee--‐-funded accounts of  each  student-‐-funded  board.  

 

S T U D E N T A C T I V I T Y F E E B O A R D S S T R U C T U R A L C H A R T

A C C O U N T   & F I S C A L M A N A G E M E N T  

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TED HARTAB

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LAUREL FUQUA

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Student  Fee-‐-funded  Boards  are  accountable  for  the  usage  of  student  fee funds  and management  of  budgets.    It  is  important  that  all  Student  Fee--‐-funded  Boards  monitor their  budgets  and  spend  their  funds  in  the  best interests  of  both  the  institution,  the student  body,  and  according  to  the University  financial  procedures.  

The  following  are  requirements  for  the  management  of  all  Student Fee-‐-funded  Boards:  

A. All  student  Fee-‐-funded  Boards  are  required  to  keep  their  funds in  a  University Student Fee  account.   No Other  Accounts  Are Allowed.    

 B. All  budget  transactions  must  go  through  Laurel  Fuqua,  the  AB

Accounts   Technician, in the  Student  Activity  Center,  MLK  Jr.  Union  Rm. #201.  Please   check with  Laurel  for correct  billings, transactions,  reimbursement  and  payment from the Student  Fee--‐-funded   budgets  SLO  Graduate  Assistants  oversee.    

  C. The  Director  of  Student  Life  is  the  only  authorized  Fiscal  Agent.

SLO  Graduate Advisors and student  officers  will  have  access  and authorization to  the  university accounts  and budgets they oversee in  conjunction  with  the authorization  by Director  of  Student  Life  and  AB/Technician.

D. The  SLO  Graduate  Assistant  and  Student  officer  with  oversight of  the  accounts  SHOULD  REVIEW  each  account  on  a  regular  basis  and consult  with  AB  Account Technician/Laurel  Fuqua  as  necessary.       E. The  AB  Account  Technician/Laurel  Fuqua  will  keep  accurate records  of   expenses, income,  and  payments  and  periodically  check with  the  EIU   Business  Office  to  be  sure that  both  records  show  the same  balance.  Statements  of  student  Fee-‐-funded  account balances  will be  provided  weekly  or  available  upon request  and  all  budgetary  files  are open  to  SLO  Graduate  Assistants  and  student  officers  for  review.       F.   Budget   “Deficits”   should   not   occur   in   organization   accounts   and   should   be   avoided at  all   cost.  However,   in   the   rare   instance   that they   do,   the   amount   of   the   deficit  will be transferred  for  existing line  items  within  the  budget.       G.     Any   unused   funds   in   Student   Fee-‐-funded   Accounts   as   of   June 30   will   be   returned   to Apportionment   Board   Reserve   Account   for   future   usage.   Student   Fee-‐-funded   Board may request additional  funds  at  designated  times  during  the  fiscal  year.    

5.4 Working w/Artists & Agents

How do you negotiate a contract?There are three basic ingredients to successful contract negotiations.

1. Attitude: If you approach an artist/agent with an understanding of how the university engages in business, good communication and respect will smooth out the process. Many artists/agents try to understand and make allowances for university standard procedures and the way they conduct business--there is give and take with good agents. But be careful-- there are some bad apples.

2. Realistic expectations: Look over Programming Magazine reports, old event files, and entertainment material to get a sense of how much things cost-including expenses. Look over contracts on file and see what may be reasonably included. Know your limits and don't expect to get everything you want-- negotiation is about give and take.

3. Preparation: Nothing beats being prepared before the negotiation process. Know thelimits of your authority, know your budget, know what facilities are available (including technical capability if possible), desired and optional dates, dates that can't be scheduled. Extra preparation that helps and puts you in a strong and secure position: know the reputation of the artist/agent (ask other schools), find out what others have paid for the same service, under what conditions a price break can be negotiated, audience reaction to the act (reviews are published in NACA Programming magazine--and check with other schools), and any unusual requests made by the artist. The more you research on the artist/act beforehand, the better you can anticipate what's going to happen in the contract negotiation process.

Student Artists and PerformersEIU students who are “temporarily” hired as EIU employees to perform or provide a university service, are required to be put on Student Payroll, before payment for services is rendered. Minimum of (2) forms of proper identification, which should include one photo ID. Temporary hires have included, but are not limited to stage crew, student bands, student artists, etc

5.5 Contract Negotiations ProcessWhat are contracts?A contract is an agreement between two or more people (or parties), the result of mutual agreement regarding promises and agreed upon terms made among all involved.

Why have contracts?Negotiating and writing contracts make the people involved clearly specify their expectations, so there are no "last minute" surprises. It's just good business. Contracts are two-way streets: good contracts provide protections for both parties.

Who has the authority to contract?The Director of Student Life and SLO Graduate Assistants are the representatives for Eastern Illinois University as contracting agent. Individual students and organizations do not assume contract authorization, because they may be held personally to the contract. It is important that you communicate to student leaders and the artists/agents from the beginning that have the authority to contract on behalf of EIU, then no problems should result. EIU Students are prohibited from contracting artists, services and goods on behalf of the university, without prior staff supervision.

What's a Tech Rider?It's Technical part of the contract usually (specified in the main contract). That's where most of the negotiating will come from--revising the technical requests of the artist that are contained in the Technical rider. Most importantly, it outlines instructions regarding sound and light technical requirements. You will need to learn more about this aspect to intelligently evaluate a facility's technical capability --and therefore EIU’s ability to stage an event.

So is the written contract absolutely final?When you receive the contract, review it very carefully for accuracy. If there are terms that will need to be revised, or terms that EIU cannot provide (e.g. alcohol), then contact the artist/agent immediately and discuss it. Good communication is the key. If you discover any discrepancies, discuss it with the Director of Student Life. If the agent agrees, we will make revisions or strike it out “not applicable” terms whichever applies. All revisions must need initialed by both artist and purchaser.

Both parties get a copy of the signed, dated contracts, with all changes initialed by both parties. The Student Life provides in addition to artist/agent contracts, the EIU University Agreement, EIU Cover Letter, EIU campus map so that we ensure that the artist will know how to get to EIU. He/she is staying at a local hotel, EIU requires the artist/agent to pay upfront for lodging expenses, which are “inclusive” in their artist fees.

Then it's final, right?Yes and no. For all practical purposes, both SIGNED contracts must be returned to the Student Life, and are then submitted to the EIU Business Office for payment. In good faith, EIU estimates that processing will take a minimum of 2 weeks and then a university check can be made available the night of artist’s performance.

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How do you negotiate a contract?There are three basic ingredients to successful contract negotiations.

1. Attitude: If you approach an artist/agent with an understanding of how the university engages in business, good communication and respect will smooth out the process. Many artists/agents try to understand and make allowances for university standard procedures and the way they conduct business--there is give and take with good agents. But be careful--there are some bad apples.

2. Realistic expectations: Look over Programming Magazine reports, old event files, and entertainment material to get a sense of how much things cost-including expenses. Look over contracts on file and see what may be reasonably included. Know your limits and don't expect to get everything you want-- negotiation is about give and take.

3. Preparation: Nothing beats being prepared before the negotiation process. Know the limits of your authority, know your budget, know what facilities are available (including technical capability if possible), desired and optional dates, dates that can't be scheduled. Extra preparation that helps and puts you in a strong and secure position: know the reputation of the artist/agent (ask other schools), find out what others have paid for the same service, under what conditions a price break can be negotiated, audience reaction to the act (reviews are published in NACA Programming magazine--and check with other schools), and any unusual requests made by the artist. The more you research on the artist/act beforehand, the better you can anticipate what's going to happen in the contract negotiation process.

Student Artists and PerformersEIU students who are “temporarily” hired as EIU employees to perform or provide a university service, are required to be put on Student Payroll, before payment for services is rendered. Minimum of (2) forms of proper identification, which should include one photo ID. Temporary hires have included, but are not limited to stage crew, student bands, student artists, etc.

ANATOMY of a CONTRACT

1. Entertainment Contracts are the binding agreement between an artist/agency/performer and the sponsor, who is always Eastern Illinois University Board of Trustees. A contract details all the terms which have been agreed to by both parties and indicates both parties intent to follow through with the specified performance.

2. Verbal Agreements can be just as binding as a written one and performers and agencies have been known to take people to small claims court over verbal agreements made too hastily. Avoid entering into any verbal contracts until you are certain that the event will be happening.

3. Deposits may be requested by an artist/agency/performer upon signing a contract. However, you should remind the artist that the contract is a legally binding document and that they are dealing with a university, not an individual. EIU does NOT pay deposits. It is standard practice for EIU to not pay deposits but rather, pay artists/agents in full after he/she has completed his/her obligations per the contract. A performer is more likely to pull out on you than you are to cancel on them.

4. Technical Riders include stage specifications, light and sound requirements, electrical power requirements, hospitality requests, parking needs, etc. Some tech riders can include absolutely ridiculous requests or items which EIU is unable to provide, most of which can be negotiated or deleted from the contract. Contact the artist/agency/performer immediately to discuss these revisions. Tech Riders are part of the contract and are legally binding as well.

5. Standard EIU “University” Agreements are issued by the Student Life in addition to the artist’s/agent contract. This contract contains university and state regulations that must be adhered to by the artist/agent. It takes on average 2 weeks to process a university check for payment.

6. Negotiating Fees can be an intimidating experience for SLO Graduate Assistants. It is best if you shop around to find the best price available. If you are aware of the market price for DJ services, you are less likely to end up paying too much. It is required to negotiate an “all inclusive” fee which is inclusive of artist fee, lodging, meals, etc.

7. Certificate of Liability is proof of additional liability insurance coverage for a artist/agency’s for a specific performance or event. The coverage is a standard REQUIREMENT by EIU that is mutually extended to both parties personnel and representatives covering any HIGH risk PROGRAM OR EVENT. This is due to higher risks of loss or injury “specifically” associated with a performance or event. A Certificate of Liability with a minimum of $1,000,000 coverage is required with each party mutually added and named by the other as an “additional insured” on each respective insurance coverage policy. Programs and events include, but are not limited to inflatable games, major concert events, acrobatic troupes, etc.

8. Proof of Vehicle Insurance is required for artists/agencies providing their own transportation to campus by personal or rental vehicles for a contracted event/performance. Due to vehicle liability risks, artist/agencies are REQUIRED to verify AND document with the Student Life proof of

vehicle insurance coverage PRIOR to arriving on campus for a event/performance. A Xerox copy of the vehicle or driver’s insurance card is REQUIRED on file in the Student Life.

Contract Should Include… Name of the Sponsoring Organization — Contracts should be between the organization and the agency/artist. They should not be between a student or SLO staff member. Name of the Agency/Artist Description of the Type of Performance Day, Time and Date of Performance Location of Performance Starting and Ending Times of the Performance Length of Artist Performance Time Performer Will Arrive for Set-up Who the Check Should be Made Payable to Amount of Payment Equipment the Sponsoring Organization Agrees to Supply Equipment the Artist Agrees to Supply Address and Telephone Number of the Artist Social Security Number or Federal Tax ID Number of the Agency/Artist Name, Address, and Telephone of Performer’s Agent Signatures of the Performer and the Organization Representative

Some Standard “Clauses” that are Included

Choice of Law— any controversies arising between the Artist(s) and the Purchaser pertaining to this contract shall be resolved by the Courts of the State of Illinois.

Employment Status— it is understood that the Artist(s) executes this agreement as an independent contractor and is not an employee of the Purchaser. Artist(s) agrees to perform and discharge all obligations as an independent contractor under any and all laws, whether existing or in the future, in any way pertaining to the engagement hereunder, including but not limited to Social Security laws, Workman’s Compensation Insurance, Income Taxes, State Employment Insurance taxes or contributions, Public Liability Insurance; and Artist(s) will hold purchaser harmless against any such laws, as well as against all Union claims for welfare payments.

Copyright Issues— artist(s) represent that in performing their act under the terms of this contract, they are not infringing on the property right, copyright, patent right, or any other right of anyone else; and if any suit is brought or a claim is made by anyone that anything in conjunction with the ownership of the presentation of said act or appearance is an infringement on the property right, copyright patent right or other rights, the Artist(s) will indemnify the Purchaser against any and all loss, damage cost, attorney fee or other loss whatsoever by reason of Booking Agency permitting or allowing the presentation of the act or attraction called for herein.

Indemnification Clause– terms that holds artist and or purchaser’s harmless for liability. EIU is a state institution and cannot indemnify artist/Agent for performance

Cancellation — either party may cancel this Agreement as follows: 1.) If either party gives the other 30 days prior written notice (Notice); or 2. ) If either party is unable to fulfill the terms of this Agreement due to an Act of God or any other legitimate conditions beyond the control of the parties. If the Artist fails to give Notice, the Artist will reimburse the Purchaser for all bona fide out-of-pocket

expenses incurred in the promotion and/or implementation of the Engagement upon Artist’s receipt of a certified statement of such expenses. If the Purchaser fails to give Notice, the Purchaser may not seek reimbursement for all bona fide out-of-pocket expenses incurred in the promotion and/or implementation of the Engagement.

Catering/Hospitality Requests– hospitality is a standard request in tech riders. Hospitality requests are provided by purchaser in addition to performance fees, which include meals, towels, water, coffee/juice, soda, desserts etc.. Meal arrangements can often be negotiated as a Artist “buyout” which can be included in artist fees. EIU does NOT provide alcoholic beverages or any forms of illegal drugs or substance requested by artists.

Contract TerminologyAct of God – Usually an occurrence that is out of the control of anybody (i.e. natural disaster) that has an effect on the proposed performance. In these cases, neither the artist nor purchaser should be held liable. Be sure this clause protects the University as well.

Agent – A “representative” of the artist and/or purchaser that negotiates the mutual terms and conditions of both parties entering into a contractual agreement.

All Inclusive – This is a term that refers to the contractual fees agreed upon for goods or services “inclusive” of artist’s additional travel, lodging and meal expenses.

Apportionment Board – student fees allocation board comprised of student/faculty representatives charged with the approval and distribution of student fees.

Artist - Refers to the entertainer, artist or performer providing the goods or services.

Artist Guarantee – The minimum guaranteed amount you agree to pay the artist.

Back Line - musical instruments and gear provided for artist’s performance at purchaser’s expense.

Bid - projected price quote for goods or services.

Budget - A financial plan for a definite period or program which is based on projected expenditures, needs and income.

Buyout – This is a term that is used when: 1) buying the artist out of service or contract, or 2) paying the artist a pre-determined amount of money for meals and lodging, instead of providing meals and lodging for the artist.

Cancellation Clause – The cancellation clause protects the University and/or artist should either party cancel the contract, usually within a certain number of days. The University should be reimbursed for any promotional expenses as a result of the artist canceling a performance within the number of days specified on the contract.

Contract - A contract is an agreement between two or more people (or parties), the result of mutual agreement regarding promises and agreed upon terms made among all involved.

Contracting Party/Purchases – Always have the University be the contracting party/purchaser, never allow yourself to take personal liability by signing a contract or being named in one.

Date – Include the day of the week as well as the date, and year.

Departmental Purchase Order - a DPO is for the purchase of goods and services under $500 except for food/beverages and printing.

Deposit – A partial payment to the agency or artist before the date of the event. Most Universities are exempt from paying a deposit.

Equipment – If the artist names a brand of equipment you do not have, negotiate who will pay for it or if artist will take substitutes. Ask to see a technical rider before contracting, and after negotiating with the artist strike anything you cannot or will not provide.

Exclusivity Clause – Protects your University from the appearance of the same artist within your area in a specific time frame (i.e. within a 50-mile radius 3 weeks prior and after event).

FEIN - Federal Employer Identification Number - This number is needed when check is to be made payable to the artist's/performer's agency and/or company for artist's fee.

FTPIN - Federal Tax Payer Identification Number (Social Security Number) - This number is needed when check is to be made payable to artist / performer.

Fiscal Agent - person designated as authorized signature for approval of expenditures from the budget.

Flat Fee or ALL Inclusive – A single, guaranteed payment due to the Artist, with no additional money owed by the purchaser. This payment would include transportation, meals, hotel, production, etc.

Gross Potential – The total amount of revenue you can theoretically make on a production from ticket sales.

I.A.T.S.E. – International Alliance of Theatrical Stage Employees (see union crew).

Laws According to the State of (fill in your state) – In the case of conflict this clause names the state in which the conflict will be resolved. The clause should indicate the site in which the performance takes place.

Line Item - designated sub-code in a budget for specific expenditures.

LED Board - Union advertising.

Loaders – Refers to the personnel that are responsible for the unloading and loading of the equipment truck(s). They are usually separate from the stagehands.

NACA - National Association for Campus Activities national programming organization.

Net Revenue – The total amount of revenue from ticket sales after sales tax is deducted.

Percentage of Concession Sales – The percentage of concession sales the University will take from the amount of money the artist makes by selling concessions (i.e. – T-shirts, CD’s). This standard amount is usually 20% of Gross Sales after all sales tax has been deducted, be sure to determine who will be paying the sales tax.

Percentage Payment – This is when you pay the artist a guaranteed fee plus a percentage of ticket sales after a pre-determined amount of expenses have been met. This is called the split-point (see split-point).

Publicity Deadline and Penalty – To assist you with your promotional campaign, include in your bid/offer a deadline to receive publicity and the penalty for not receiving publicity information on time.

Purchasing Violations - Violation of university Business Office policies, procedures and regulations associated with the purchase of goods and/or services.

Return Date – The date the signed contract must be received in your office or the agency’s office.

Requisition – Is a request for PO for purchases of food/beverage, off-campus printing and artist’s fee over $500.

Rider – Is a document attached to the contract outlining the specifics needed for the day of show, for example, lights, sound, hospitality, stage, security, etc.

Sellers – The individuals who will sell merchandise with or for the artist.

Signature and Initial Power – The person who signs the contract must also initial all changes in the contract. The artist/agent must also initial all changes in the contract and most importantly be authorized to do so.

Sound Check – State the time sound check will occur and the length of the sound check.

Special Fees – Strike any clauses that call for payment of “special fees.” Special fees are music royalties, pension funds, etc. and should be paid by the artist.

Split Point – The net income (after expenses, artists’ and promoter’s fees) to be divided by artist and promoter. The percentage is agreed upon prior to the concert and is specified in the contract.

Sponsor/Purchaser – Universities are the sponsor or the purchaser of the talent for the date specified. Universities are never the employer. You are the employer of your own staff. If you are the employer, you become liable for disability payments.

Stagehands – Refers to the personnel responsible for the set up of all stage equipment.

Substitute Performers – The individual(s) the agent will send if the contract artist is not available. Rewrite this clause to make sure no substitutions are made without your consent.

Target Vision – MLK Jr. Union advertising TV Monitors.

Teaser - a short roving demonstration of a artist’s/performer’s act.

Tech Rider – It is the Technical production part of the contract usually (specified in the main contract) outlining technical support requirements of the artist. i.e. catering, sound, lights, etc..

Time – Include on the face of the contract the production schedule, starting time, break times, length of breaks, and end time. If you have more than one band, be sure all contracts coincide.

To the Best of the Purchaser’s Ability – This clause is placed throughout the contract to lessen your liability with the agency/artist.

Union Crew – Members of the production crew who are members of the International Alliance of Theatrical Stage Employees (I.A.T.S.E.).

Union Regulations – Avoid contracting yourself to be responsible for union regulations; you cannot be expected to know regulations.

Union vs. Non-Union House – Your contract must state whether you use union or non-union personnel for the production of the concert.

University Agreement – Standard University agreement outlining university regulations, policies, and procedures required of artist or vendor.

UB - University Board is the student programming board at EIU.

University Check – Always state that you pay by University check only. Never provide cash, certified check, or a money order.

Unusual Event Form – Standard university safety form used to assess the risk management and safety of major indoor and outdoor activities/events sponsored on-campus

Venue – The hall or auditorium where your event will take place. Be sure to include the address of the venue on the contract – especially if it is different than your mailing address.

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5.6 Facilities Management & LiabilityFacilities Planning and Management is committed to providing facility services to assure cultural and educational opportunities are delivered to the region and which complement the tradition of distinguished teaching in undergraduate programs. In doing so, the unit strives to be a model of excellence for comprehensive state institutions of its kind in delivering effective and efficient services to the Eastern Illinois University Community.

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EIU PHYSICAL PLANT PERSONNEL

Work Control Beth Mitchell – 581-3416

Moving/SetupRon Mathenia – 276-8756

Electric ShopChris Barlett581-2618

Carpenter ShopJohn Bailey – 581-6052

Climate ControlRick Bagwell – 581-6406

Safety OfficerDan Deekan – 581-7086

Grounds Dept.Justin Perry – 581-6038

PlumbingTom Rennels – 581-7212

Campus SecurityChief Adam Due – 581-3213Lt. John Hatfield – 581-3213Lt. Phil Lang – 581-3213Lt. Harold Harris – 581-3213

Bldg. Service Workers (BSWs)Patty Murphy – 581-5921

Below is a sample work order memo that is sent to facilities planning and management staff. This type of document that would be needed to request set up for unusual event forms. Once this memo is submitted there is a follow up meeting to make sure everything has been planned for.

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5.7 Risk Management Liability

Risk Management is the process of identifying the potential and perceived risks involved inSLO sponsored student events/activities. It also includes supervising SLO sponsored student events and activities and taking corrective actions and proactive steps to minimizeaccidental injury and/or loss.

What is covered?EIU’s insurance covers property of EIU, workers' compensation for EIU employee injuries and illness, and liability coverage. EIU insurance does not cover acts or omissions of non- employees (students).

Who is covered?Illinois law requires that public institutions shall obtain insurance or self-insure the Stateand its Departments, Agencies, Boards and Commissions and all officers, employees, agents, and such others as may be necessary to do the business of the University thereof against liability for acts or omissions of any nature while acting in authorized governmental or proprietary capacities and in the course and scope of employment or authorization.Coverage applies to activities sponsored by EIU, or have an EIU employee/advisor directlysupervising all activities, and are part of the mission.

There are five key elements of proactive risk management that SLO staff should be aware of:

1. Identification:Prior to sponsoring a SLO student event, SLO Graduate Assistants should work, to identify the risks associated with that activity. Risks do not include only those things that can lead to injury, but also include risks to the university reputation, personal feelings of students, or participants, finances, and/or property.

2. Evaluation:Once you have identified the risks associated with the SLO student sponsored event/activities, these risks should be evaluated to determine both the potential consequence to EIU students, individuals participating in the activity, and/or the EIU community should one of the risks be realized. A proper evaluation of potential risks prior to hosting or participating in an event will assist the SLO and the university in minimizing, eliminating potential problems to an acceptable level.

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3. Treatment:Once the risks have been evaluated, Student Life staff must determine the mosteffective method for managing each risk. SLO staff may choose to do one of three thingsafter evaluation: eliminate, limit, or accept the risks. Many student programming events by their very nature involve some type and level of risk. Therefore, the answer should not always be to eliminate the activity simply because the risk exists. Instead, the Student Life, EIU Legal Consul and Safety Officer should work together to determine how to best manage and minimize the risks.

4. Implementation:It is not enough to identify and plan for programming potential problems. In order to be truly successful, a SLO staff member must follow through on the action items identified to mitigate and/or eliminate potential risks. Document your action plans and educate student leaders as well as other participants on what the plan is. Also, design steps in your plans that permit for monitoring potentially risky components of the activity to assure that risk management plans are followed.

5. Assessment:Upon completion of a programming event, even an annual or regularly hosted event, student organization leadership should evaluate the experience. Reflecting back on an event or activity and identifying both those things that went well and those that were not as successful will provide valuable information for future events as well as other EIU students/faculty/departments who hope to host the same or a similar event.

Certificate of InsuranceA certificate of insurance is a document issued by an insurance company to a third party to show "proof of insurance". Certificates provide information about the insured, including the insurance policy coverage’s, effective dates and limits, and other contract provisions.

Many University major events routinely require proof of insurance or “additional insurance” coverage to be provided by one or both parties. Sometimes EIU is requesting the certificate from a third party and at other times, EIU is asked to provide certificates to a third party.

EIU may be asked to name the outside artists/agency as an additional insured. An additional insured is a third party who is added to EIU's insurance coverage and considered an insured for that location or for that activity/event.

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Certificates issued on behalf of EIU are always issued in the name of the EIU Board of Trustees; therefore, only activities/events that are solely between EIU and an outside artists/agency are insured through the university

The following are requirements for the management of all Student Fee-funded Boards:

A. All student Fee-funded Boards are required to keep their funds in a University Student Fee account. NO OTHER ACCOUNTS ARE ALLOWED.

B. All budget transactions must go through Laurel Fuqua, the AB Accounts Technician, in the Student Activity Center, MLK Jr. Union Rm. #201. Please check with Laurel for correct billings, transactions, reimbursement and payments from Student Fee-funded budgets SLO Graduate Assistants oversee.

C. The Director of Student Life is the only authorized Fiscal Agent. SLO Graduate Advisors and student officers will have access to the account in conjunction with the authorization of Director of Student Life and AB/Technician.

D. The SLO Graduate Assistant and Student officer with oversight of the accounts SHOULD REVIEW each account on a regular basis and consult with AB Account Technician/Laurel Fuqua as necessary.

E. The AB Account Technician/Laurel Fuqua will keep accurate records of expenses income, and payments and periodically check with the EIU Business Office to be sure that both records show the same balance. Statements of student Fee-funded account balances will be provided weekly or available upon request and all budgetary files are open to SLO Graduate Assistants and student officers for review.

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This form is used for events that students are engaged in or exposed to a perceived risk orpersonal liability. i.e. inflatables, physical activity, traveling etc.

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The above form is the standardized and temporary county health permit that ismandated by the Coles County Health Department, for all university related events associated with providing food to the general public.

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Emergency Response Plan for Injuries and Accidents

Notification to SLO Administrative Staff of Injury or Accident

In the event of any emergency situation, the Student Life Office must be notified as soon as safely possible. In the case of a severe or life threatening injury or accident, the Student Life Director should be notified after the EMERGENCY RESPONSE PLAN has been enacted in order to assist the victim and to assure a fast medical response. In the case of a minor or non life-threatening injury or accident, the Student Life administrative staff should be notified immediately. After notification of a minor or non life-threatening injury or accident, the EMERGENCY RESPONSE PLAN should be enacted by Student Life Staff.

Injuries and Accidents ~ Procedure GuidelinesThe following list includes, but is not limited to, foreseeable crisis situations which might occur on Eastern Illinois University’s campus and require a response by Student Life Graduate and administrative staff:

1. Calmly, ASSESS the situation:Do not move the individual if you suspect that a head, neck, or back injury hasoccurred.

2. If you believe that a SEVERE or LIFE-THREATENING injury has occurred:

Call 911 for an ambulance, then call EIU Campus Police @ 581-3213 Examples of when an ambulance should be called include, but are not limited to:If the victim is experiencing any of the following...

is or becomes unconscious has chest pain or pressureis vomiting or passing bloodhas injuries to head, neck or backhas seizures, severe headache or slurred speech has trouble breathingis bleeding severelyappears to have been poisoned has possible broken bones

When in doubt...call for an ambulance. Assist with First Aid/CPR to your abilitiesonly!

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3. If you assess that a MINOR or NON LIFE-THREATENING injury or accident has

occurred: Call EIU Campus Police @ 581-3213.You are to request their presence; they will determine whether or not transport is necessary.

. 4. When calling for assistance (both 911 and EIU Campus Police) be prepared to tell them...

Who (Your name and title and the victim’s name if you know it)Where (what is the address where the accident happened, what

building and room you are located in)

Phone Number (the number of the phone you are calling from)What (type of the injury/severity, is First Aid being given and by

whom)How Many (the number of people that are injured and need assistance) Meeting Place (where will the ambulance go to meet you or someone else) Time (estimated time frame incident took place)

You must not hang up the telephone until instructed to do so!

5. Due to the potential exposure to blood borne pathogens during emergency situations, you should protect yourself from exposure whenever possible. Do so by wearing latex gloves when assisting conscious and unconscious victims. If latex gloves are not available and the victim is conscious, give the victim some gauze to apply him/herself if bleeding is a concern.Clean up of blood and body fluids must be handled by a trained professional.Notify EIU University Police @581-3213 and Custodial Staff or Physical Plant by calling after hours @ 581-3416.

6. As soon as safely possible, an Accident Report Form should be thoroughly documented and completed by the Student Life Graduate staff and filed with the VPSA Office, University Police and Director of Student Life.

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5.8 Effective Marketing & Promotions

EFFECTIVE MARKETING TECHNIQUES  No  matter  how  good  an  event  may  be,  it  will  completely  FLOP  if  no  one knows  about  it.  Advertising  and  marketing  are  a  crucial  component  it helping  to  make  any  event  a  success,  but  it  is  likely  to  be  labor  intensive.  Naming Your Event  Although  it  may  sound  simple,  naming  your  event  is  an  important  step  in advertising.  When  naming  your  event,  you  want  to  be  sure  that  anyone can  hear  the  name  and  instantly  understand  the  purpose  and  objective  of the  event.  Be  informative  but  not  boring.  Depending  on  the  nature  of  the event,  you  may  also  want  to  try  to  have  a  catchy  phrase  just  to  spark public  interest.  

 Before  you  begin  to  do  any  marketing,  be  sure  that  you  are  providing  all the  information  needed.  Any marketing  you  do  should  include:   Date  

Time   Location   Title   Directions (if  the  place  is  not  well  known)   Brief  1  or  2  line  description  if  not  implicit  from  the  title  

   Student interests are diverse.  Your approach to reaching  them  should  be diverse,  too.  Set  your  marketing  plan  to  reflect  three  different approaches:  creative  marketing,  targeted  marketing,  and  traditional marketing.    

Some examples of target marketing include:  

Presenting  and  speaking  to  student  groups  who  have  a  particular interest  or  are   affected by  the  issue  you  are  working  on    

Sending  an  e-‐-mail  to  different  list serves  that  may  be  sympathetic  to your  cause  

Posting  flyers  and  announcements  in  areas  where  the  majority  of  the traffic  through  the area  may  be  interested  in  your  event.    

Asking  professors  who  teach  pertinent  classes  to  make  in  class announcements  or   consider  awarding  extra  credit  to  student  attendees      

     

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Timing  is  Everything  No  one  wants  to  hear  about  your  fire  safety  seminar  two  months  before  it happens.  Timing  your  marketing  is  important.  Although  your  strategy  may reach  a  lot  of people,  if  your  audience  hears  about  the  event  too  soon  or  too late  to  plan  for  it,  no  one  will  show  up.  When  announcing  and  marketing for  an  event,  give  people  time  to  think  about  an  event,  but  not  enough time  to forget  it.        Recommended Marketing Timeline:  

Letters to  the  editor,  1-‐-3  weeks  before  an  event   Banners on  buildings,  7-‐-10  days  before  an  event   Posting  flyers  on  campus,  4-‐-5  days  before  an  event

Handbills  and  tabling,  the  day  of  to  2  days  before  an event                                

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5.9 Event Planning 101

Definition of an “Event”An event is any program, activity or function planned, sponsored, or co-sponsored inthe name of the sponsoring organization/group/dept.

7-Steps to Successful Event Planning

STEP #1: NEEDS ASSESSMENTAsking yourself questions is a great way to determine what would most benefit your students. Are there any new ideas or campus issues which are currently affecting EIU students? What are the needs, wants or concerns of EIU students? Then, using your answers to these questions, develop the goals and objectives you wish to accomplish with your event.

STEP #2: BRAINSTORMINGThis is the first and most critical step when planning an event. Now that you know what you want to achieve, how do you select an event? Brainstorm ideas; write down everything you can think of; evaluate your ideas. Remember to take into account the following factors:

time budget/moneysupplies and resources scheduling accessibility requirements

permits/licensesfacilities and equipmentwhat EIU students wantsecurity (if required)

STEP #3: FORM AN EVENT PLANNING TEAMPick a lead coordinator and organize a planning committeeMake sure each team member has a responsibility. HINT: If you are in charge of the event, you probably have a lot to organize. You need others to assist with planning the details. Identify student leaders and members you think would be interested in getting involved, think about how they will contribute to the event and assign them to a tasks best suited for their skills and strengths. The more help you can find, the more likely you all can pull an event together that everyone will enjoy.

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STEP #4: Get ORGANIZED!All events require a lot of organization. Develop a strategy and timeline!HINT – “Proper Planning Prevents Poor Performance…..” Ensure that every single detail has been covered and that you have working deadlines. The three most important things are event location, budget and VOLUNTEERS.Be sure to ask the following questions:

Who is involved? Target audience?What is needed/required for this event?Where will the event be held?When will it happen? How are we going to promote the event?Are there any university policies or requirements that need to be adhered to?

Tip: Plan out when you want to do your event(s) early.

HINT - Remember to take holidays, weather, and other campus events scheduled into consideration when planning an event.

Talk to members or SLO staff to get suggestions and ideas. They can be a great resource!

Set your budget and secure FundingDetermine what needs to be paid for and what can be donated. If funding is required, what are the potential sources for funding? Get Sponsors. Consider university depts. and local businesses that are supported by students or that would want to be involved in an event of this nature.

STEP #5: PROMOTION & PUBLICITYThis is one of the more important aspects of event planning. If you PROMOTE it, they will come! Be creative to grab the attention of members and/or EIU students! Posters/banners/flyers should include:

name of eventday, date and timelocationwho is sponsoring/co-sponsoring the eventcost involved (if any)who is invited to attend!Keep it colorful and original

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STEP # 6: FINALIZE AND EXECUTE PLANThe final step is critical and must not be skipped, even though the finish line is in sight! Double check, triple check, and quadruple check! “Sweat the Small Stuff”! In the days before the event, establish a “Day of Event” Schedule and meeting. Continue to review your checklist and make sure all items have been completed, all details have been confirmed, and that everyone involved has a clear idea of what they are expected to do, where they are supposed to be, and what time they need to be there. Here are a few details to consider when getting the event ready to go. The countdown has begun...

Schedule the room and technical equipment and confirm everything in advance and the day BEFORE!Prepare the set-up and technical arrangements early. Remember have a “Back-up Plan” - be prepared for any unexpected problems!Have the appropriate number of professional staff and volunteers in attendance to help combat any potential problemsEnjoy the event!

STEP #7: FOLLOW-UP & EVALUATIONAfter every event, it is important to review and evaluate what was successful and what could have been improved upon. Evaluating the events will only make them better events in the future. Here are some helpful hints:

Clean up after the event, and return any borrowed materials/equipment.Remove advertisements promptly from all campus areas where posted.Complete a final budget and pay any outstanding bills.Complete an event evaluation to maintain in your files for futurereference. Evaluations help with future events!Complete an incident form to document any situations that occurred.Submit all signed waivers, incident forms, contracts, etc to the appropriate reporting authority.Encourage honest feedback from the committee members, attendees, sponsors and/or staff.Be encouraged by all events - they are all learning experiences.Thank all sponsors, volunteers and guests in writing or in person.

Last Minute ChecklistDay of the Event:

The Event Coordinator/Chair should be the first person there and the last person to leave.Arrive a few hours before the doors open (depending on the set-up required).Pick-up, set-up and test all equipment.Complete all set-up/decorating arrangements.Have all BSU volunteers and staff arrive early.Assign duties to each person/member, and make sure that everyone is aware of their

responsibilities and where they should be located.Establish a system of communication between all event volunteers and staff.Ensure that you know security procedures and where all of the fire exits are located.Ensure that all event staff and volunteers on-duty are highly visible and can be identified.Meet the guest speaker/artist’s or performer if any (be prepared to introduce them).Conduct a final walk-thru and check of the room/venue before the doors open.Have some incident forms on hand.RELAX and HAVE FUN!!!

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5.10 Opening WBW Overview

SUMMARY OF SLO OPENING WEEKEND EVENTS

NEW STUDENT MIXEROn Thursday of “Move-in Weekend”, University Board annually sponsors a New Student Mixer. The New Student Mixer is a social mixer event held in the South Quad designed to “welcome” new Freshmen and Transfer students to EIU! The New Student Mixer features 3 hours of non-stop fun and excitement which include DJ music, novelty entertainment, Playfair, giveaways, and refreshments - snow-cones, slushies, popcorn and soda, all FREE to EIU students.

UP ALL NIGHT in the UNIONOn Friday of “Move-in Weekend”, University Board annually sponsors Up All Night in the event held in the MLK Jr. Union. The Up All Night event is a thematic social event designed to “showcase” the MLK Jr. Union and “welcome” new and returning students to EIU! The Up All Night event features 5 hours of non-stop fun and excitement which include novelty entertainment, games, giveaways, and prizes all FREE to EIU students.

QUAKIN’ the QUADThe Saturday of “Move-in Weekend”, University Board annually sponsors Quakin’ the Quad a welcome back event held in the South Quad. Quakin’ is a thematic event designed to welcome new and returning students as they kick-off the school year at EIU! Quakin’ features 5 hours of non-stop fun and excitement which include games, t-shirts, giveaways novelty entertainment and more! Food includes hamburgers, brats, snow-cones, slushies, pizza, popcorn and soda, all FREE to EIU students, faculty and staff!

FIRST NIGHTThe Sunday of “Move-in Weekend”, Student Government annually sponsors FirstNight a school spirit event held in the South Quad. The First Night Celebration event at Eastern Illinois University is designed to promote school spirit, welcome new and returning students to the University and officially kick-off the First Class Day. First Night inspires students to learn Eastern’s history, promote a sense of University pride, and establish a tradition that will enhance school spirit.

UNIT Six: Personal/Professional Development Module

Staff DevelopmentProfessional AssociatesCareer Prep/Placement

6.1 Staff Development

All members of the SLO will participate in an ongoing process of staff development. The SLO will develop a plan for staff development that encompasses the missions of the Institution, the Division of Student Affairs, and the SLO Department.

The purpose for providing SLO staff development opportunities is to improve the quality of Student Life programs and services by ensuring that SLO staff members participate in “relevant” professional development activities to remain current within the Student Activities profession, as well as to meet the needs of all of EIU students whom we serve.

The SLO Staff Development plan will be developed collaboratively between the SLO staff members and Director of Student Life and reviewed on a regular basis. At minimum, SLO staff members will participate in at least one professional development related to the field of student life.

6.2 Professional AssociationsIf you are interested in furthering your career, joining a professional association is a good start. There are associations for nearly every profession or area of interest and many have national, state and regional chapters available to join. An association is a synergistic group, meaning that the effect of a collection of people is greater than just one person. So, how exactly can becoming part of this synergistic group help further your career goals? Here are some benefits of joining an association.

Enhance your network:For most people, creating professional relationships is important, and joining a group allows you to have a sense of security and trust. From this, you are able to support and help one another in reaching your professional

goals. Associations sponsor numerous events throughout the year that allow you to connect with your peers. You can share ideas, ask for advice, volunteer to be a speaker or become a member of a committee. Since most associations have national or local conferences, you can participate and have the opportunity to learn about breaking news in your career, learn "best practices" or new ideas, hear about key achievers in your field and also meet and brainstorm with others who are also looking to share and learn new information. Another benefit of enhancing your network is that you may find a mentor to help you with your professional needs or you may be in a position to become a mentor to someone else. Giving back can be the greatest reward and benefit. Participating in forums, chat groups or discussion boards sponsored by the association is also a great way to grow your network. This allows you to use your peers as sounding boards and often make some great friends with the same interests as you.

Take charge of your career:Another important reason to consider membership to a professional organization is to take advantage of their career resources. Associations often have job listings online or in print available only to their members. This is a great way to find targeted job postings for your area of interest. Additionally, many associations have career resources available such as tips on effective resumes or cover letters, job searching strategies and negotiating techniques. Some associations even have panels of experts that you can contact for specific questions on career issues. Other benefits include information about seminars, training or certification classes that may be suitable for you. Often these classes can be done through web- or podcasts so you don't even have to leave your home.

Broaden your knowledge:Most associations provide an enormous amount of access to resource information such as: case studies, articles, white papers and books written by experts in your field or area of interest. Also, major journal, magazine and newsletter access is provided as a part of your membership privileges. Another reason to join an association is to learn more or stay informed about issues in diversity. For example, Academic360.com includes a list of associations and articles that provide valuable information such as: resource guides for diversity, affirmative action and advocacy, as well as information on new and proposed regulations related to diversity. Additionally, associations provide a source for scholarship information, links to publications, and awards for persons achieving excellence in their field. No matter what your field is, staying on top of all of these issues is important.

So, whether you are looking to learn about job postings in your field, network in your professional community, gain access to current events in

your career area, or just have some fun while meeting new people, joining a professional association is a step in the right direction!

Adapted article - Why Join a Professional Association? by Kelly A. Cherwin, Communications Editor, HigherEdJobs

PROFESSIONAL ASSOCIATIONS IN HIGHER EDUCATION LISTING

Professional Associations in Higher Education American Association of Community Colleges (AACC)

www.aacc.nche.edu American Association of Higher Education (AAHE) American Association of University Women (AAUW) www.aauw.org American College Personnel Association (ACPA)

www.acpa.nche.edu American Counseling Association (ACA) www.counseling.org Association of College Administration Professionals (ACAP)

www.acap.org Association of College and University Housing Officers –

International (ACUHO-I) www.acuho-i.org Association of College Unions International (ACUI)

www.acui.org Association of Fraternity Advisors (AFA)

www.fraternityadvisors.org Association of Higher Education and Disability (AHEAD)

www.ahead.org Association of Student Judicial Affairs (ASJA) www.asjaonline.org

Atlantic Association of College and University Student Services www.aacuss.ca

Student Affairs and Services Association (SASA) www.sasa.cacuss.ca Council for the Advancement of Standards in Higher Education (CAS)

www.cas.edu Council on Law in Higher Education (CLHE) www.clhe.org National Academic Advising Association (NACADA)

www.nacada.ksu.edu National Association of Academic Advisors for Athletics (N4A)

www.nfoura.org National Association for Campus Activities (NACA)

www.naca.org National Association for College Admission Counseling (NACAC)

www.nacacnet.org National Association of College and University Residence Halls

(NACURH) www.nacurh.org National Association of College Stores (NACS) www.nacs.org National Association of Colleges and Employers (NACE)

www.naceweb.org National Association of Graduate Admissions Professionals (NAGAP)

www.nagap.org National Association of Student Affairs Professionals (NASAP)

www.nasap.net National Association of Student Personnel Administrators

(NASPA) www.naspa.org National Career Development Association (NCDA) www.ncda.org National Intramural-Recreational Sports Association (NIRSA)

www.nirsa.org National Orientation Directors Association (NODA)

www.nodaweb.org

6.3 Career Prep/Placement

APPENDIX