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					GETTING STARTED
Planning For Your Housing Future

Why do you want a house? What value does a house offer the Chapter? Certainly, housing has a
role on some campuses but it may not play a significant role on others. Understanding the role and
impact fraternity housing has on your campus and the potential impact on your chapter is the first
step in determining your housing options and alternatives. The first step is to answer several
questions in a thoughtful manner and then, based on your honest assessment, identify a ―housing
course of action‖

   I.      Understand the role and impact “housing” has in the fraternity.

           a. A house does not make a fraternity, men make a fraternity. Housing that slept people
              did not enter the fraternity experience until the end of the 1800‘s.

           b. Housing can create laziness and become a topic of excuses (―if we only had a house. .
              . If we only had a better house. . .‖)

           c. The house is merely a convenience, but one that can enhance the fraternity experience
              – it makes communications easier; if done right, it can positively impact a group‘s
              image; it can be an opportunity for students to learn valuable lessons on running a
              business and living with people.

           d. Rarely does a major housing upgrade have a positive impact on a chapter‘s
              membership size over time.

           e. Housing can be a tangible source of pride and belonging – a home away from home –
              not only for students, but also for alumni to return to over and over again.

           f. If housing is a reality for your chapter, do it right:

                    Location
                    Timeless/traditional architecture
                    Type of facility should be consistent with your campus.
                    Capacity should be no more than the average size of other shelters on campus.
                    Design and amenities should meet the needs of the market place.

   II.     Analyze Your Campus

           a. Where is the best location on campus from the perspective of a student (i.e. close to
              the student center and recreational facilities, convenient parking, close to campus, by
              a major road, easy access to shopping, etc.)?

           b. What makes that location best?

           c. Are there are any Greek properties in that area of campus? If not, why not?

           d. Could you build/purchase property in that area? Why or why not?
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       e. Is Greek housing relevant to your campus? Why or why not?

III.   Comparing Your Real Estate

       a. What fraternity has the best location?

       b. What makes that location best?

       c. What fraternity has the best building?

       d. What makes that building best?

       e. What single fraternity would you say has the best overall property (both location and
          building)? Why?

IV.    Analyzing Your Facility

       a. Are there any safety related upgrades (sprinkler and/or alarm system, etc.) your
          building could use?

       b. Are there any energy efficiency related upgrades your building could use?

       c. Are there any technological amenities (internet, cable TV, etc.) or upgrades your
          building could use?

       d. Are there any durability (solid core doors, hole proof walls, etc.) related upgrades
          your building could use?

       e. Are there any functionality (floor plan, bathrooms, parking, etc.) upgrades your
          property could use?

       f. Are there any appearance (architecture, landscape, etc.) related upgrades your
          property could use?

V.     What Do You Ultimately Want?

       a. Where do you want to be located 10 to 20 years from now?

       b. What type of facility do you want to be in 10 to 20 years from now?

       c. Will your current house allow you to meet this expectation and still maintain the
          living needs of future Delts? Yes or No?

VI.    Your House Corporation’s Basic Plan Is:

       a. Stay in location, keep the house as is because it was recently renovated, and plan for
          regular improvements to the facility and financial reserves to keep functional for
          future Delts.


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b. Stay in location and renovate the house, and plan for regular improvements to the
   facility and financial reserves to keep functional for future Delts.

c. Stay in location and replace the house, and plan for regular improvements to the
   facility and financial reserves to keep functional for future Delts.

d. Relocate to another existing house, and plan for regular improvements to the facility
   and financial reserves to keep functional for future Delts.

e. Relocation to different site and build from the ground up, and plan for regular
   improvements to the facility and financial reserves to keep functional for future Delts.




                                                                                           3
Developing a House Acquisition Business Plan

“How do we get a house?”

If the decision is to purchase or build a new house, what steps are needed to accomplish this? The
following is a more detailed outline for those chapters/house corporations wishing to embrace
fraternity housing

   1.      Objectives
           Reason for providing a chapter facility. Before beginning the process, ask yourself two
           questions: Is chapter housing a necessity on my campus and is chapter housing a feasible
           option at this time. Once you determine the answers to those questions, there are some
           guidelines and specific courses of action to follow. See attached business plan in the
           appendix.

   2.      Save Money
           Even without a house, there should be an assessment for a chapter housing fund. Even a
           small assessment of $50.00 per man per term can grow significantly over time. As a
           general rule, you should have at 20%-30% of the project cost, in cash, before conducting
           a review of other financing options.

           If you have not begun to save money, then you are encouraged to stop at this step before
           moving on. You can certainly move through the other steps in this process, but without
           cash, you may be wasting your time.

   3.      Form a House Corporation
           The house corporation, a not-for-profit corporation formed under state law, supervises the
           physical plant or chapter house. It is a legal entity that holds the title to all real property
           and through which all loans are negotiated. This group, through an annual meeting or
           through mailed ballots, elects a Board of Directors. The board usually includes a
           president, vice president, secretary, treasurer, members-at-large (three or more). The
           chapter offices of Treasurer, Alumni Chairman, and President frequently hold one seat on
           the board, though all three are a resource to the board. The chapter president may serve
           as an ex-officio member of the board.

           The basic functions of the board of directors are listed below.

           a) Provide general advice and guidance to undergraduate officers in managing the
              property.

           b) Supervision of long-term housing, authority for financial details related to housing,
              and direction of planning for future housing needs, including management of the
              chapter‘s reserve fund.

           c) At times and/or dependent on the local alumni organization, coordination of general
              alumni activities, communications, and reunions to encourage the alumni to continue
              their interest and support of the chapter and the Fraternity.



                                                                                                        4
   d) Meet regularly to review the rent, house rules, finances, upkeep on the physical plant,
      insurance coverage, and to provide input to the bylaws of the chapter that relate to the
      house corporation (capacity, room charges, reserve fund allowance, etc.).

   A chapter house must be operated as any other commercial property and at its best
   provides a home away from home for students to learn and develop leadership skills
   throughout their college years. Many chapter houses are currently suffering from
   deferred maintenance and a lack of savings for future repairs. By managing the property
   as a business venture, you will ensure that the property is enjoyed for generations to
   come.

4. Identify Needs and Capabilities
       a. Chapter‘s five year average membership size.
       b. Campus five year average membership size.
       c. Chapter‘s recruitment trend.
       d. Campus recruitment trend.
       e. Average fraternity house capacities on campus.
       f. Average fraternity occupancy rates on campus.
       g. Typical fraternity housing type on campus.
       h. Amount of annual income possible. Compare to university housing and other
           alternative housing.
       i. Amount of typically expenses in comparable chapter houses (i.e. utilities, trash,
           taxes, insurance)

   By analyzing chapter demographics, finances and operational trends, the house
   corporation will have a better understanding of two things: 1. What can the chapter
   financially support (realistically). 2. What type of project should be pursued? Both of
   these items are related.

5. Begin a Persistent and Patient Search for Suitable Property
   There are four different properties to research. Vacant land in a prime location, existing
   buildings to be demolished, existing structures, and existing structures with needed
   improvements.

6. Zoning – Determining whether the house is eligible for Fraternity use
   Some cities and towns have specific zoning for fraternity and sorority use. Check with
   your local planning and zoning office to determine if the property you are interested in is
   properly zoned. Before singing anything, be sure every agreement states that the zoning
   allows fraternity use. Avoid, if possible, conditional use permits that tie ownership and
   sometimes occupant behavior to the right to use the property as a fraternity house. You
   should seek the permanent right to use the house for a fraternity. The employment of a
   real estate attorney should be considered.

7. Identify Property and Make a Game Plan
   After researching your options and making sure of zoning requirements, determine which
   property is ideal of your situation by placing heavy emphasis on location, occupancy, and
   feasibility.
8. If Buying, ―Tie Up‖ the property using one of the following methods:
   NOTE: It is recommended at this point to use the expertise of a real estate attorney.

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               a.         Purchase agreement (offer) contract with contingencies
               b.         Option by itself ($ paid to have the right to buy at a certain price by a
                          certain time)
                  c.      Right of first refusal ($ paid to have the right to match any other
                          legitimate offer made within a certain time frame of offer being
                          received)
               d.         If you don't have enough equity on hand, consider a lease with an
                          option to buy

                           1.    Pre-negotiate purchase price
                           2.    Cost of repairs to preexisting conditions applied to purchase
                                 price
                           3.    Portion of lease payments applied to purchase price

                       e. Ground Lease (common on university property where the school
                          doesn't want to own the building)

                          1. Enables financing (long term and rights that enable you to get a
                             loan)
                          2. Recognition of equity (provides value in your rights in the lease)
                          3. What happens if chapter closes? (Should allow you the right to
                             lease to another acceptable entity, based upon use, or sell or assign
                             your rights in the lease to other acceptable entity, based upon use)

9. Obtain Financing

   Lending Sources:

             a.        Largest portion, if not all needed, from local lender.
             b.        Seller financing (see if the seller will supply any of the financing)
             c.        Possible mortgage from Fraternity‘s Loyalty Fund. (1-800-335-8795)
             d.        Qualify for a loan –
                                 Consider a commercial loan, therefore interest rates are higher
                                  than residential loans.
                                 Usually 20%-30% down payment is required.
                                 Must cash flow (income greater than expenses) comfortably
                                  with 10%-20% vacancy rates expected and 5%-10%
                                  contingency for uncollected accounts, and 5%-10% contingency
                                  in your variable expenses.
                                 Most lenders may require some form of personal guarantee from
                                  alumni. Rarely will a fraternity headquarters provide this. Delta
                                  Tau Delta does not.
                                 Establish a good track record and credit history. Lenders will
                                  want to know the chapter‘s five-year average size (understand
                                  this fact: a new house will have little long term affect on the
                                  chapter‘s size.)




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Business Plan
In order to improve your chances of securing a loan, you need a well-planned strategy. When
corporations approach banks for loans, they submit a formal business plan. This is advisable for
alumni boards, too, because it exhibits that you are well organized, have examined the situation from
all angles, and are professional in you approach.
Listed below are possible topics or data to include in a business plan.
    Objectives.
       Reasons for a chapter facility.
    Description.
       Square footage of proposed facility, number of rooms, construction type, other building
       considerations, etc.
    Location.
       Strengths in relation to campus, residence halls, Greek houses, and apartments or other
       housing.

    Kitchen.
       Will a kitchen be part of the plan? Will it produce a profit?

    Competition.
       Other fraternities on campus and their housing situation.

    Comparable Charges.
       What does the competition charge for housing? (Residence halls, apartments, and other
       Greek housing, etc.)

    Overview of Chapter.
       Date of the chapter‘s founding, historical manpower information, alumni support near
       chapter, current size, academic performance, disciplinary history, campus involvement,
       awards and recognition, etc.

    College/University Enrollment.
       Current and projected enrollment for the host institution.

    Alumni.
       Total number of alumni, location of alumni base, estimated fundraising campaign, etc.
    Alumni Board.
       Members on the alumni board, occupation, relevant talents, etc.
    Financial Information.
       Projected revenues and expenses, budgets, savings, projected debt service, etc. (This is the
       most important section to a lender. Complete information must be included.)
    Support Documents.
       Pictures, architectural drawings, bids, etc.



                                                                                                      7
Housing Options – What is Available?

A chapter house must be operated as any other commercial property and at its best provides a home
away from home for students to learn and develop skills throughout their college years. Many
chapter houses are currently suffering from deferred maintenance and a lack of savings for future
repairs. By managing the property as a business venture, you will ensure that the property is enjoyed
for generations to come.

Residence Halls

Arrange with the university for chapter members to all live in the same residence hall, floor, or wing.
Often there is an accompanying lounge that can be reserved for chapter use. This approach is
appropriate for young chapters.

University Property

Many colleges and universities own houses on or close to campus that they are willing to sell or
lease to fraternities.

Greek Houses

Explore the possibility of purchasing an existing fraternity or sorority house. Contacting the alumni
association president produces the best results.

Apartment Buildings

A building originally constructed for apartments may be converted for fraternity uses.

Lodges

Some chapters meet and socialize in a building that sleeps few or no members. All costs are covered
by additional dues and parlor fees. This provides the chapter a place to meet.

Leases

A house or lodge may be leased by the alumni and house corporations, and in turn, rented to the
chapter and its members. Only the alumni and house corporations should sign a lease.

Buy and Build

Many alumni and house corporations have purchased property and build chapter facilities. This is
by far the most difficult option. It requires long-term planning, aggressive savings, and the
dedication of significant time and resources.
If building or purchasing, keep in mind the following:

              Three Keys to Construction Success

               1. Use durable construction materials. Sometimes referred to as ―Prison Grade.‖ It
                  will cost more money up front to use high-grade commercial materials; however,
                  it will save the house corporation money in future repairs.
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    2. Have no more than $15,000 debt per bed.
    3. Pay at least 20% as down payment.

   Location

    The correct location of a fraternity house is important. In fact, it is a major factor in
    the long-term health and success of the chapter. The primary items to consider:

    a.     High Visibility

    Having the house in an area where it will be noticed can enhance recruitment
    opportunities and image on campus. Of course, with a more visible property comes
    added responsibility to make sure it is maintained and presentable.

    b.     Greek Row

    If there are already a number of fraternities and sororities clustered together, try to
    locate in the same area. Being of the ―row‖ or away from the other chapters can
    create an obstacle for the chapter. Once the facility is built, overcoming these barriers
    can be very difficult.

    c.     Proximity to Campus

    You should choose a location that is close to campus. This is important for the
    chapter‘s visibility as well as convenience. Try to stay within reasonable walking
    distance if possible.

    d.     Neighborhood

    Choosing your neighborhood is crucial. If you choose to locate nearby single-family
    homes and residential neighborhoods, remember the chapter must be a responsible,
    respectful part of the community. Any behavior to the contrary can create many
    problems for the chapter and house corporation.

    e.     Property Value

    Select a location where property values are stable or rising. Do not select a location
    where property values are falling or where vandalism, theft or other crimes are likely.
    The chapter house should be a safe home away from home.




                                                                                                9
Delta Tau Delta Housing Construction Guide

This guide has been prepared for the benefit of architects, engineers, and house corporations who are
to design and/or build structures specifically for housing members of Delta Tau Delta.

NOTE: These are recommendations only.

Standard to all shelters, regardless of size:

Miscellaneous Features:
         Wireless internet
         No open roof access
         At least 9‘ ceilings in dorm rooms and at least 10‘ elsewhere
         Wheelchair accessibility for at least one dorm room on main floor
         Chapter office with closet
         Mail delivery door/slot
         Impressive/grandiose front entry
         Vestibule – at least on front entry, with shoe storage and potential mail delivery features
         Basement if possible and financially feasible
         Janitorial closet with mop sink and floor drain on every floor
         Sound-deadening materials and design between sleeping quarters and common areas
         Walls throughout shelters constructed with puncture proof materials
         Centralized telephone systems are becoming obsolete, however, parents today still like
          the security of the landlines. It is always easier to add this wiring now during
          construction than to add it after the fact. However, if the decision is made not to wire for
          phone, it is recommended that only one line is provided for a centralized phone a nd a
          block is placed on it for long-distance calls.

Mechanical Systems
        Fire sprinklers
        Hardwire carbon monoxide, and smoke and fire alarm system
        Zone control hearing and air conditioning
        Over abundance of electrical receptacles in high use areas
        Exterior effect lighting (on light sensors and timers)
        Exterior safety and functional lighting – flood lights

Bathrooms
       ―Suite Style‖ bathrooms when possible. One bathroom between two dorm rooms, one
        shower and toilet per four people, one sink per two people (sinks in dorm room, separate
        from toilet and shower area)
       Individual/private shower stalls
       Private drying off areas
       Ceramic tile and other masonry floors and walls (at least wainscoting height)
       Women/visitor restroom near common areas
       Vanities in stainless steel or one-piece marble counter tops with molded sink basins.
        Storage underneath
       Commercial grade fixtures
       Heavy duty ventilation fans on motion sensors with timers
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          Lights on motion sensors with timers

Sleeping Rooms
         Over abundance of electrical receptacles (on average, students have 18 electrical devices
          that must be plugged in)
         Built in lofts for bed(s), potential for closets underneath
         Built in closets with door, one closet per bed
         Sink separate from shower and toilet areas
         One TV cable connection
         If wireless is not possible, one internet access jack per tenant
         If decision is made to provide telephone lines, there should not be more than one jack per
          room and should be separate, tied to demarcation box, requiring each tenant to arrange
          for service directly with the local phone company

Vending and Laundry
        Coin-operated washer and dryer
        Drain in floor
        Utility sink
        Ample electrical receptacles and space for vending machines
        Adequate ventilation and exhaust vents

Multipurpose Room (dining, meeting, and social)
        Raised floor (6‖-8‖ for stage effect) on one end
        Industrial ventilation
        Ceramic tile or other masonry floor
        Floor drains
        Storage closet for tables and chairs
        Sound system closet
        Conduit for audio equipment

General Storage Areas
         Secure bicycle storage – access discouraged from main entrance
         Ritual – with lock
         Memorabilia closet - composites, unused trophies, chapter history
         Yard equipment and tool storage area
         Coat closet near main entrance

Exterior/Yard
         As close to 100% stone/masonry as possible
         Flag pole(s)
         Privacy fence in rear
         Maximize parking
         Built-in gas barbecue
         Sand volleyball area
         Basketball court on parking lot
         Key required for exterior faucet use
         Conduit for exterior sound system

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Property Inspection/Housing Audit

To gain a good understanding of the future needs for the house, the house corporation should have a
qualified building professional inspect the house (a building engineer or architect is preferred). The
information from this inspection report will assist the house corporation in planning property
improvements and develop a strategic housing plan. The inspection may reveal that renovating the
current shelter should not be pursued in favor of a complete rebuild.

The inspection report might have the following subsections. Each section would provide a brief
overview and evaluation. Repairs, upgrades, renovation cost estimates are provided as appropriate.

          Introduction/overview of property
          Life Safety
          Structural and Exterior Components
            Foundation
            Surface Water Drainage
            Exterior
            Chimneys
            Roof Surfaces
            Gutters and Downspouts
            Sill plates and other structures wood members
            Mechanical
          Heating
            Electrical Panels and Wiring
            Hot Water Heater
            Sink Traps and Faucets
            Waste Drains and Water Supply Lines
          Interior Walls and Ceiling Surfaces
          Floors and Floor Coverings
          Kitchen Equipment
          Bathrooms
          Furnishings

Each deficiency noted in the report might be rated using a priority system. Such as:

Priority One: Represents those deficiencies that require immediate attention and will increase the
life/safety aspects of the building.

Priority Two: Represents potentially critical deficiencies in systems or components and should be
completed within the next two years.

Priority Three: Represents a necessity to have the system or component deficiencies repaired and
should be completed within the next 3-5 years.

Priority Four: Represents recommendations for the repair or replacement of component systems.




                                                                                                     12
Basic Steps to a Chapter House Renovation

Step One: Recruit a renovation committee. Include those with talents helpful to the project such
as construction, banking, architecture, etc. Include a liaison to the house corporation board.

Step Two: Establish a laundry list of possible renovation possibilities. Have a brainstorming
session where a free exchange of ideas is promoted and wish list should then be prioritized in terms
of ―What do we really want‖ – given that not everything will be affordable – vs. ―What do we
really need.‖ Include improvements required due to zoning, building or fire code changes.

Step Three: Establish costs. An engineering or architectural firm can give you general costs for
your wish list.

Step Four: Determine project goals. Agreement should be reached on what the project should
include based upon estimated costs. This allows you to go to banks and your alumni/alumnae.
They will tell you if your proposed project is affordable or not. The proposed project and the final
project are never exactly the same, but you need this step to bring it to the working model stage.

Step Five: Explore Financing. Take your project and financial reports (in business plan form) to
multiple lenders. Secure general guidelines on terms of a loan, both for permanent financing and
for bridge financing to be offset by fund raising. Long term financing should be for 20 years or
less. Note: project costs established above should include the interest carrying cost of the bridge
loan and the fund raising costs.

Step Six: Select a professional fund raiser. This company should be capable of performing a
feasibility study to determine a fund raising goal and complete the actual campaign. The two are
closely linked and should ideally be completed by the same firm.

Step Seven: Complete a fund raising feasibility study. This typically requires at least three
months. The firm will recommend either you can proceed with a campaign and what your
minimum goal could be, or suggest actions that need to be taken before a campaign can be
successfully launched.

Step Eight: Determine final project. Given what the lender and fund raiser report, now you will
be able to determine what is affordable.

Step Nine: Determine construction timetable. Establish with the architect/engineer the length of
time necessary to complete the project. Secondly, determine the optimal time frame in which to
start the project.

Step Ten: Secure financing. Typically, at least two loans are needed. A five year bridge loan is
frequently secured to be offset by fund raising collections and secondly, a twenty-year mortgage.

Step Eleven: Begin fund raising. Most campaigns take 12-15 months to complete all solicitations,
with a pledge payment period of five years.

Step Twelve: Select a contractor. Contact other Greek House Corporations for recommendations.
Bringing the project in on time and at cost is essential. Encourage as many bids as possible.

Step Thirteen: Begin construction.
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Step Fourteen: Potentially arranges for alternative housing. This may be necessary due to the
length and scope of the project. Dorms, hotels, and other ―fraternity/sorority houses‖ are possible
options.




                                                                                                  14
Common Mistakes of a Shelter Renovation

Overextension of credit by lender

 Some banks base the amount they will loan on the appraised value of the property, not on the cash
flow the chapter will produce. This is a prescription for catastrophe, or at the very least cause a slow
death as you will likely be permitted to borrow more than what you can comfortably cash flow and
thus, repay. The Central Office can help you determine your maximum debt limit if you need help.

“You’ll do the fund raising yourself and save money.”

 A common mistake for volunteers is to try and do this on their own. This is the equivalent of asking
friends to do surgery on you rather then going to a doctor. Volunteers mean well and try their best,
but they seldom know what they are doing. Fundraising is a profession, like any other, and best left
to professionals. Also like any profession, there are good fundraisers and bad ones. Check
references.

“Alumni will give when they see the building going up!”

Sounds logical but you will be courting disaster. There is a saying among fundraisers, ―When the
shovel goes into the ground, the fundraising is over!‖ Alumni give to vision, anticipation and the
desire to be an insider on a project. If your major donors are not in on the planning they won‘t be
there with their financial support. This also applies to having a campaign after a renovation project
is over to pay down debt. Better to delay your project until pledges are paid and your debt to equity
ratio can be supported by chapter rents then to make this common error.

Renovate the chapter the same time as the Shelter

If the chapter had no respect for the shelter when it was falling apart you cannot expect them to treat
it any differently when renovated. People support what they help create and that includes the current
tenants. They need to tell you what they need, (suites, or sleeping porches, Ethernet hookups, study
rooms, etc.). Also, use this time to educate and set new expectations for Shelter management. The
house corporation needs to have several meetings to discuss these new operating procedures and list
these expectations in the lease. You intended this facility to be the shelter of the future, make sure
the chapter knows they will determine the success or failure of that vision.




                                                                                                     15
Strategic Housing Plan

A long-term strategic housing plan will help the alumni and house corporation plan for future
maintenance, renovations, and replacement needs. Having a five to ten year plan in place allows the
house corporation to know the approximate expenses and the appropriate reserves to maintain. This
will minimize ―surprise‖ problems that typically produce financial hardships for the chapter and
house corporation.

The housing audit is an important step in developing this strategic plan and should be completed
prior to finalizing estimated costs.

Sample Strategic Housing Plan

2007-2008     Roof maintenance                              $1500
              Renovate 2 nd floor bathroom                 $35,000
              Add Internet access to rooms                  $5,000

2008-2009     Re-carpet common areas                        $9,000
              Install new fire alarm system                $12,500
              Roof maintenance                              $1250

2009-2010     Replace kitchen cabinets                      $8,000
              Roof maintenance                               $750
              Replace front door                            $1500

2010-2011     Replace hot water heater                      $3,000
              Roof maintenance                               $500
              Paint exterior of house                      $15,000

2011-2012     Install fire sprinklers                      $50,000
              Roof maintenance                               $500
              Rewire first floor                           $23,000

2012-2013     Renovate 1st floor bathroom                  $35,000




                                                                                                   16
LONG-RANGE PLANNING

Capital Improvements

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

Replacement of Structure

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

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

In forecasting the life span of various components to a house, the following schedule may be helpful:

Electric                      20 Years
Roof                          15 Years
Plumbing and Heating          15 Years
Brick Tuckpointing            10 Years
Windows and Doors             10 Years
Kitchen Equipment             8 Years
Air Conditioning              5 Years
Furniture                     3-5 Years
Carpeting                     3-5 Years
Painting and Decorating       3 Years

Business Planning

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




                                                                                                   17
Renovating the house – The Bid Process

Meet with your Chapter Members

Bring your list of repairs to your next chapter members meeting. This will help in developing the
needs of your shelter according to budget and resources. Remember, your alumni may have the
resources or connections needed to assist in whatever project the house corporation decides to
undertake.

Note: you may not want to do any interior repairs until you have the leak fixed. This could include,
but is not limited to; drywall repair, ceiling and mold removal.

If you‘re not sure who to ask for a quote, ask the maintenance supervisor at the college or university
for a recommendation, who and who they would not recommend for an estimate. In case you have
no recommendations, look in the yellow pages and start from there. Without knowing the exact
problem you won‘t be able to have a scope of work until you find out what work needs to be
preformed.

Be upfront with the company you call and tell them you have just started the process and would like
an estimate and that you‘re not sure what the problem is, but would like a detailed list of the work
preformed along with a break down of the cost on the estimate (labor and materials). The company
may come up with a couple different options for repair/replacement. In that case, have them give it
to you in writing as to option a, b and so on.

Have Three Bids

Always try and get three bids. In doing so, you‘ll feel more comfortable, not second guessing if you
spent too much.

In the bidding process, you‘ll want to…

    If your able to obtain a detailed ―Scope of Work‖ identifying what and how the work is to be
     performed, give this to each vendor to quote from. This will allow the bidder to quote the
     appropriate work. Central Office has several different ―Scope of Work‖ lists already created.
     You may find that due to your location or needs, adjustments may be needed. Note: In your
     case you may not have a very detailed ―Scope of Work‖ as you would have if you were re-
     roofing the entire property.

    NEVER discuss the bids with other vendors during the process. Vendors may portray
     concern, but they are only fishing to see how high to make their quote, not how low they
     need to go.

    Always request a current ―Certificate of Liability Insurance‖ prior to signing an estimate or
     awarding a contract. This should be mailed to you directly from the insurance carrier. Check
     the policy effective and expiration dates of the General Liability and Workers Compensation
     and Employers Liability. This would protect your chapter in the event of a claim.




                                                                                                    18
Once you award a contract in writing, or sign an estimate for them to begin, make sure you have
everything you want to accomplish in writing. You may want to have a start and stop date with
penalties, if you find it necessary to be completed by a certain date.




                                                                                                  19
Delta Tau Delta Housing and the Housing Landscape                     (May 2008)

Housing Challenges for the Fraternity:

     Local housing volunteers unwilling and/or unable to manage the locally owned shelter.
     Shelters with significant deferred maintenance and insufficient house corporation cash flow
      to address it.
     Local house corporations willing to discuss assigning title of the property to the National
      Fraternity vs. aggressively becoming engaged in solving the challenges.
     Young house corporation officers lacking the time, talent, and maturity to effectively manage
      property.
     An increasing disparity between room and board charged by the host institution and house
      corporations.
     Increasing university mandates such as fire sprinklers and house directors.
     Deteriorating Fraternity reputation on some campus because of the poor condition of shelters.
     Increasing involvement of parents in the educational and housing decisions of their children.
     The nature of college students today requires us to respond creatively to their needs and
      expectations. Traditional models of Fraternity housing are not going to be accepted

Issue #1 - Deferred Maintenance

     Leaks in bathrooms/pipes staining walls or, in the worst case, damaging floors, rotting walls,
      and potentially leading to mold issues.
     Laundry rooms and laundry equipment not maintained.
     Wiring not up-to-date. The prevalence of extension cords and power strips.
     Paints and other chemicals stored throughout the shelter.
     Dry rot and general appearance of exteriors.
     Landscaping around shelters that does not reflect positively on the local chapter or Delta Tau
      Delta.
     Fires/life safety equipment and practices not in place unless mandated by local institution or
      community.
     Trash, old furniture, and discarded personal property are not appropriately disposed of
      creating fire and vermin hazards.

Housing Trends

     Continued need by university and colleges for Greek housing. As enrollments increase,
      schools will continue to rely upon Greek housing as a housing option. With that reliance
      seems to be increasing interest in the condition and safety of Greek housing – with
      subsequent university mandates and requirements (sprinklers, house directors, inspections,
      etc.)

     Professional property management is becoming increasing popular by both fraternity and
      sorority house corporations. These services remove the house corporation from the day-to-
      day work of managing the house, typically not their strength, allowing them to refocus
      attention to alumni development, fundraising, and strategic planning.

     Lower occupancy rates. This is based somewhat on the students desire for singles and the
      house corporations desire for doubles. Nevertheless, as deferred maintenance continues to
                                                                                                   20
       plague house corporations, students are opting to find alternative housing and willing to pay
       more for it.

     College and universities continue to build new, modern residence halls and apartments
      while renovating others. These facilities tend to cater to the needs of college students today.
      Facilities such as these are appealing to both students and parents. In some cases such as the
      University of Alabama, small residence halls will be built each with a unique identity (name,
      traditions, history) to appeal to a student‘s sense of belonging and community. Other
      schools, Indiana University of Pennsylvania and Case Western Reserve University are
      embarking on major construction projects to build new residence halls with ―suite‖ style
      living and associated amenities.

     Increasing campus and community focus on fire safety. Champaign, Illinois (University of
      Illinois) is the most recent community to pass and ordinance requiring sprinklers in Greek
      housing by 2009.

Delta Tau Delta Housing Crisis

                                     1992           2007
House Corporation Owned:             70             60*
University                           30             30
Rentals                              12             12
No Housing                           Not Noted      18

Since 1992, Delta Tau Delta has experienced a 17% decline in the number of house
corporation owned properties.




                                                                                                   21
The Organization
Functions of the House Corporation

The house corporation, a not-for-profit corporation formed under state law, supervises the physical
plant or chapter house. It is a legal entity that holds the title to all real property and through which
all loans are negotiated. This group, through an annual meeting or through mailed ballots, elects a
Board of Directors. The board usually includes a president, vice president, secretary, treasurer,
members-at-large (three or more). The chapter offices of Treasurer, Alumni Chairman, and
President frequently hold one seat on the board, though all three are a resource to the board. The
chapter president may serve as ex-officio members of the board.

The basic functions of the board of directors are listed below.

       a.      Provide general advice and guidance to undergraduate officers in managing the
               property.

       b.      Supervision of long-term housing, authority for financial details related to housing,
               and direction of planning for future housing needs, including management of the
               chapter‘s reserve fund.

       c.      At times and/or dependent on the local alumni organization, coordination of general
               alumni activities, communications, and reunions to encourage the alumni to continue
               their interest and support of the chapter and the Fraternity, especially if there is not an
               alumni chapter.

       d.      Meet regularly to review the rent, finances, upkeep on the physical plant, insurance
               coverage, and to provide input to the bylaws of the chapter that relate to the house
               corporation (capacity, room charges, reserve fund allowance, etc.).

A chapter house must be operated as any other commercial property and at its best provides a home
away from home for students to learn and develop leadership skills throughout their college years.
Many chapter houses are currently suffering from deferred maintenance and a lack of savings for
future repairs. By managing the property as a business venture, you will ensure that the property is
enjoyed for generations to come.




                                                                                                           22
The Role of the House Corporation

The Alumni Group

This role involves the recruitment, education, and involvement of alumni volunteers, primarily to
assist with house corporation related issues. Often, in the absence of an alumni association, the
house corporation becomes the defacto alumni association. This role, although not a core function
of the house corporation, can serve to open lines of communication with other alumni. The result
may be increased alumni knowledge of housing issues, financial support, and volunteer involvement.

The Financial Advisors

In some chapters, particularly smaller groups, the house corporation treasurer may be the sole
financial advisor to the chapter. This role involves being cognizant of the chapter‘s financial
operations, both historically and currently. The house corporation must economically co-exist with
the chapter, and the house corporation treasurer must understand the realities of undergraduate
finances. Taxes, property insurance, the house corporation budget and financial statements, are the
responsibility of the financial advisors. The undergraduate chapter is responsible for the monthly
financial report (MFR) and billing statements it receives from the Central Office.

The Landlord

In many ways, the house corporation becomes the landlord of the chapter property. Therefore, many
of the same responsibilities for a landlord are the same for a house corporation. These items include:
development of a rent collection system, inspections, maintenance, property insurance, taxes, move-
in/out procedures, record keeping, credit checks, contracts, etc.

The Managers

Opportunities are often presented when the house corporation must directly involve itself in the
operations of the shelter. Whether it is managing employees or representing the interests of the
house corporation within the community, certain tasks should be assumed by more experienced
alumni members.

The Planners

A good house corporation and a strong active chapter are the products of careful planning, timely
execution, and dedicated members. The Greek systems of today are facing planning problems that
must be considered to endure the next 100 years. Future long-range planning must become an
important agenda item for house corporations, and the need to establish financial commitments to
meet expectations has to become a major priority. The house corporation of the future must be a
role model if an organization is going to be successful in perpetuating itself, it must also consider
some of the following items when planning for the future.

   1.   Agree on priorities.
   2.   Develop written strategic long-range plans for both the house corporation and the chapter.
   3.   Determine financial needs.
   4.   Establish timelines.
   5.   Commit to implementing plans.
   6.   Recruit members who will complete the established plans.
                                                                                                        23
The Kitchen

This area of operations involves menu planning and food purchasing to serving the meals and
cleaning. Kitchen safety and cleanliness are vitally important as kitchen operations are often
inspected by local health departments.

The Tough Brothers

Several models exist to formalize the relationship between the house corporation, undergraduate
chapter, and shelter residents.

A housing contract or lease agreement (between the chapter and the house corporation) is a necessity
for every corporation. This agreement establishes rules for use of the shelter that applies to all
members, not just those living in the shelter. In this case, each resident would sign a lease with the
chapter and pay the chapter the appropriate deposit and rent. The chapter, in turn, would pay the
house corporation. These agreements are very important. They clearly outline expectations of all
involved with payment amounts and deadlines. These documents permit recourse if behavior or
non-payment becomes a problem.

Another model is to have individual contracts/lease agreements signed between the house
corporation and individual residents. In this case, the house corporation collects rent thus creating a
more direct landlord/tenant relationship with each resident. A lease agreement with the chapter is
still necessary to outline use expectations for the shelter.

When working with young adults, safety is always a concern. The physical hazards our tenants face
range from water on the floor to house fires. Shelter owners should take steps to reduce the hazards
that can cause serious and/or potentially fatal accidents.

The Mentors

While the house corporation will rarely work directly with the entire membership, this relationship
can have a tremendous impact on the success of the corporation. This depends on consistent and
clear communication. Without this, members may disregard that house corporation officers
volunteer their time and begin to consider them solely as landlords. The most business-like aspects
of the relationship will be well managed if the house corporation establishes some basic expectations
of all members and then follows-up through the chapter leadership to ensure their fulfillment. The
most important of these is the maintenance of the physical plant by the membership. This carries
many levels of expectations from daily cleanliness to minor house improvements to maintaining
total occupancy. Every chapter should have a basic residency requirement approved by the house
corporation. Never should spaces in the chapter house be unfilled and not compensated for by those
who choose not to live in the house.

A list of house rules will aid in maintaining the house. House rules and a general letter of
introduction and welcome can be distributed with the housing contracts. It is important to remember
that a strong sense of accountability will only enable the house corporation to do more for the
membership as the corporation‘s treasury will not be constantly depleted by what would be
unnecessary repairs or because the alumni are forced to meet a mortgage without collecting adequate
rent. When the business aspects of the house corporation and undergraduate chapter relationship are
strong, it becomes possible to foster a genuine spirit of fraternalism between these different
―generations‖ of Delta Tau Delta.
                                                                                                 24
General Roles of the House Corporation

 Develop Strategic Long Range Plan For The House Corporation And Work With The Chapter
  To Develop Its Plan

 Identify housing trends and, as appropriate and financially feasible, incorporate these concepts
  into house projects and renovations.

 Set Priorities For The House Corporation And Work With Chapter To Identify Its Priorities

 Foster An Active vs. Reactive Relationship With Chapter

 Analyze The Long Term Physical Plant Needs Structurally And Financially

 Establish Timetables For Implementation Of Plans

 Develop A Commitment To Carry Out Plans By Expressing The Needs And By Demonstrating
  With Actions

 If Appropriate, Provide Continuity And Liaison To Chapter By Identifying Good Advisors And
  Getting Them To Work With The Chapter

 Acclimate New Board Members And Share Accomplishments And Future Objectives

 Be A Good Role Model




                                                                                                     25
The Responsibilities of the House Corporation

 Meet All Requirements And Obligations As An Incorporated Entity In Your State Of Operation.

 Adhere to Delta Tau Delta Housing Standards and Best Practices.

 Act As A Titleholder For The Property

 Meet Operating Requirements Established by the International Fraternity.

 Meet Requirements Established By The University Or College

 Collect And Disburse House Corporation Funds In Reasonable Time Framework

 Determine And Carry Out Capital Improvements On The Timetables As Planned And When
  Promised.

 Identify Undergraduate/Alumni Volunteers Who Are Willing To Serve On Greek Or University
  Committees, That Will Represent Reasonable Viewpoints Which Will Inform Yet Impact
  Positively On The Organization

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




                                                                                           26
Specific Duties of the House Corporation

A quick checklist

   1.     Meet with the chapter before each semester.
   2.     Require and collect security deposits.
   3.     Require the chapter to sign a lease for use of the shelter and for total rent due.
   4.     Enforce the lease
   5.     Require that the chapter maintain certain levels of occupancy.
   6.     Set rents that are at or slightly above market rates for residence halls and other student
          living options.
   7.     Establish a method to collect unpaid or delinquent rents.
   8.     Plan for capital improvements (as a rule, reserve 3% of the property value each year for
          this work)
   9.     Create a yearly budget six months before the beginning of your fiscal year.
   10.    Maintain maintenance records.
   11.    Establish shelter rules and review with chapter. Develop a plan for rule enforcement.
   12.    Inspect rooms prior to move in and inspect when residents move out.
   13.    Conduct periodic property inspections
   14.    Make necessary repairs and conduct routine maintenance.
   15.    Insure taxes and insurance are paid.
   16.    Analyze long-term shelter needs and plan and budget accordingly
   17.    Attend chapter meetings occasionally. Let the students know who you are and that you
          are paying attention.
   18.    Make sure the house corporation is in good standing with the state.
   19.    If applicable, file form 990 with the IRS
   20.    Prepare a yearly budget and review during the year.
   21.    Elect officers
   22.    Conduct annual meetings and have minutes according to the bylaws.
   23.    Review house corporation bylaws annually and update as necessary.
   24.    House corporation members should recruit and train their ultimate replacements. They
          should also involve other alumni volunteers as appropriate.
   25.    If you operate a kitchen, make sure all certificates and inspections occur.
   26.    If you hire employees, make sure you adhere to the employment laws of your state and
          are prepared to deal with employee issues.
   27.    Make sure house is closed appropriately during all breaks and holidays.
   28.    Practice good housing risk management i.e. don‘t turn heat off during the winter; lock the
          windows during breaks, etc.




                                                                                                  27
How Do I Form a House Corporation?

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

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

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

Other IRS forms that should be reviewed, filed, and completed as applicable

IRS FORM SS-4 [APPLICATION FOR EMPLOYER ID NUMBER]
IRS FORM 8718 [USER FEE, DETERMINATION LETTER REQUEST]
IRS FORM 990, 990EZ OR 990-T [ANNUAL RETURN TO BE FILED

The Articles of Incorporation usually contains the following:

          Name of Corporation;
          Status as a "not for profit" corporation;
          Duration of existence, usually, "perpetual duration" in;
          Status as a Section 501(c) (7) organization;
          Establishment of membership criteria, voting rights;
          Creation of initial board of directors, method of future selection by election, self
           perpetuating board, (i.e. the board itself elects itself and fills future vacancies or board
           elected annually by members who would be alumni);
          Distribution of assets upon dissolution;
          Sometimes you may include officers and director duties; these duties are usually included
           in the Bylaws.

Is your House Corporation Legal?


Is your local house corporation legally incorporated? What is the status of your house
corporation in your state? With the IRS?

Does it really matter?

YES! There are great advantages in being incorporated and in maintaining corporate status. Failure
to comply with the above may result in denial of corporate status and its protection. The major
factor is in limiting personal liability of the Directors, Officers and Members of the Alumni and
undergraduates, e.g., as to contract and tort (negligence) liability, certain tax liabilities, etc.
                                                                                                    28
ADVANTAGES OF INCORPORATION

1. Provides a legal and organizational structure;

2. Provides established methods of governing the organization to include the election of the Board
   of Directors, membership and voting rights, and providing for established duties and obligations
   of Officers, Directors and members;

3. Provides a stable structure, being usually of perpetual duration;

4. Limits legal liability of Officers, Directors and members arising out of contract or out of tort (for
   example, negligence) liability;

5. Provides as a practical matter, a more readily recognizable entity to the business community and
   state and federal authorities, to include qualification as a "not for profit" entity at the state and
   federal level. This would include greater acceptability upon application as a 501(c)(7)
   organization.

LEGAL CHECKLISTS

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

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

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

If you have been dissolved, you will be treated as an unincorporated association which would
generate all the problems and potential personal liabilities arising out of any other unincorporated
entity.

If you find your house corporation has been administratively dissolved for non-filing or nonpayment,
you may be able to reinstate the corporate status within a certain period of time following
dissolution. You should be able to determine this from the Secretary of State's office. If such period
has elapsed, this will require immediate re-incorporation. You should consult your lawyer in
arranging for the legal requirements.

Additionally, the annual return filed with the Secretary of State designates a "registered agent" for

                                                                                                        29
legal service of process (lawsuits) and a "principal business address" of such agent. Contact the
Secretary of State to insure that this person and address is currently correct. A wrong agent or wrong
address may result in significant legal liabilities. The annual return form is mailed each year to such
registered agent at the address indicated. If not correct, you will not receive the forms with the
consequent result of potential dissolution.

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

Do you have a copy of current Bylaws and all Amendments? Review these to determine that you are
complying with all requirements outlined therein. If changes are needed, comply with amendment
requirements.

Minutes: Do you have a copy of prior Minutes of the Board of Directors Meetings and Annual
Meetings of the Members? You must maintain such Minutes and preserve such records. This is a
requirement to maintain your corporate status. Failure to maintain such Minutes and records may
constitute a factor in exposing the corporate status to attack by others seeking personal liability.

Meetings: Regular meetings of the house corporation must be held. Meetings, at a minimum should
be held each academic term although some house corporations meet more frequently, particularly
when major issues arise.

Other state filing: Is the corporation meeting any other filing obligations (i.e., quarterly wage
withholding reports)?

Federal Filings: Is the corporation qualified as a 501(c) organization? Do you have a copy of the
IRS form 1024 application for qualification as to 501(c) (7) corporation which should have been
filed? If uncertain, contact the IRS. Do you have a Federal Identification Number? Has the
corporation filed IRS Form 990 for each preceding year? See filing exemption requirements. Consult
with your house corporation attorney. If you have been assessed this fine contact the Executive Vice
President at the Central Office in Indianapolis as to procedures to appeal these penalties and the
obtaining of waivers.

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

                                    [Name of House Corporation]
                              By:_______________________________
                                         [Signature of Officer]
                                 President/Vice President/Treasurer
                                            (as applicable)
Failure to sign expressly on behalf of the corporation in your representative capacity may result in
personal liability being imposed upon the signing officer. All contracts should be signed in the
corporate name.

                                                                                                       30
Lease with Undergraduate Chapter: Does the house corporation have a current lease with the
undergraduate chapter? If not, do so. Additionally, insure that the undergraduate chapter has a sub-
lease with each undergraduate member.

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

Financial Records: Who has copies of bookkeeping, financial and banking reports? Is an annual
report made to the house corporation? Two officers should review and audit income and
expenditures.

Is the annual report, income and expense reviewed annually by someone in addition to the
Treasurer? These procedures are important. Is there a proposed annual and long-term (5 year) budget
projection? Is there a capital reserve for emergencies or capital replacement?




                                                                                                      31
HOUSE CORPORATION LEGAL CHECKLIST

    If incorporated, do you have a current certified copy of your Articles of Incorporation (state
     charter) from the Secretary of State?

    Do you have all Amendments to the Charter, if any? Are the Articles in compliance with
     current law and does it contain available "safeguard" provisions (e.g., director immunity for
     not for profit corporations).

    Is your house corporation in "good standing" with the Secretary of State? (i.e., have you filed
     annual returns each year and paid the annual fee?)

    Is the designated "registered agent" for legal service of process (lawsuits) and a ―principal
     business address" of such agent on file with the Secretary of States Office?

    Do you have a copy of current Bylaws and all Amendments?

    Do you have a copy of prior Minutes of the Board of Directors Meetings and Annual
     Meetings of the Members?

    Is the corporation meeting any other filing obligations (i.e., quarterly wage withholding
     reports)?

    Is the corporation qualified as a 501(c) organization? Do you have a copy of the IRS form
     1024 application for qualification as to 501(c) (7) corporation which should have been filed?

    Has the corporation filed IRS Form 990 for each preceding year?

    Does the house corporation have a current lease with the undergraduate chapter?

    Do you have a copy of all insurance which is in place? Who are the named "insureds". Are
     the officers, directors, alumni, and chapter advisor listed?

    Who has copies of bookkeeping, financial and banking reports? Is an annual report made to
     the house corporation?

    Is the annual report, income and expense reviewed annually by someone in addition to the
     Treasurer? Is there a capital reserve for emergencies or capital replacement?




                                                                                                     32
IRS TAX FILING REQUIREMENTS

All college fraternities and each of their respective chapters are required to file an annual
information return (Form 990) with the office of their nearest Collector of Internal Revenue. This
report is due "on or before the 15th day of the 5th month following the close of the annual
accounting period." Example: If your books are closed on March 31, the Form 990 is due on or
before August 15th. Copies of Form 990 for completion and return may be obtained from the office
of any Collector of Internal Revenue or on the internet at http://www.irs.gov.

As a result of new Internal Revenue Service (IRS) regulations beginning in 2008, virtually every
chapter, house corporation and alumni association is now required to file a version of Form
990 with the IRS every year. For many smaller undergraduate chapters, house corporations and
alumni chapters that means filing the new Form 990-N.

Historically, organizations that are exempt from paying federal income tax have been required to file
Form 990 or 990-EZ with the IRS each year only if their annual gross receipts were more than
$25,000. Under the Pension Protection Act of 2006, most small tax-exempt organizations whose
gross receipts are normally $25,000 or less must now file Form 990-N, Electronic Notice (e-
Postcard) for Tax-Exempt Organizations not Required To File Form 990 or 990-EZ. The first
filings of Form 990-N are due in 2008 for tax years ending on or after December 31, 2007.

The e-Postcard is due every year by the 15 th day of the fifth month after the close of your tax year.
For example, if your tax year ended on December 31, 2007, the e-Postcard is due May 15, 2008. For
most chapters that operate on a fiscal year that ends on June 30, the first E-Postcard is due
November 15.

Note: An organization that fails to file the required e-Postcard (or information return) for
three consecutive tax years will automatically lose its tax-exempt status!

Those chapters who gross over $25,000 must complete the Analysis of Revenue, Expense and Fund
Balance. The chapter should keep a copy of the completed form, a copy sent to the Central Office,
and the original sent to the IRS by the due date.

Form 990-EZ is a shortened version of Form 990. It may be filed in lieu of Form 990 if a chapter
meets the following two requirements: its gross receipts for the year are less than $100,000 and its
total assets at the end of the year are less than $250,000.

To be entitled to exemption from income taxes for the Fraternity, the Central Office submits the
name and location of each chapter with the Internal Revenue Service annually. Each individual
chapter is responsible for filing its own return. The National Fraternity cannot file this return for you.
Thus, it is therefore important and necessary that each chapter (both alumni and collegiate) give it
attention. Be aware, that failure to file the 990 may result in fines or other penalties from the IRS.

Chapters are advised to contact their local advisors and/or house corporation for assistance in
completing the 990 and for any questions.




                                                                                                       33
ORGANIZATION WITH THE IRS

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

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

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

HOUSE CORPORATION

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

CHAPTER

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

ANNUAL FILING REPORTING REQUIREMENTS

FEDERAL:        Both House Corporation and Chapter

Form 990N (e-postcard) if your gross receipts are $25,000 or less, form 990 (If gross income
exceeds $25,000 for the year) or Form 900EZ (If gross income is less than $100,000 and total assets
are less than $250,000)

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

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

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

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

W-4 Employee's Withholding allowance certificate

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

                                                                                                   34
Form 1099 for payments to individuals/companies

STATE:

Employer's Quarterly Tax and Wage Report
Employer's Income Withholding Report
Chapter as an employer will need State ID number
Sales Tax requirements on sale of food to members

RESPONSIBILITIES OF DIRECTORS AND OFFICERS

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

There are three basic duties in performing the above responsibilities:

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

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

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

   The Directors and Officers shall not compete with the organization to its detriment;

   The use of material non-public information may not be used to realize personal gain;

   Directors and Officers shall avoid even the appearance of a conflict of interest;

   Directors and Officers shall avoid usurping an opportunity of the organization.

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




                                                                                                      35
Delta Tau Delta Fraternity List of
House Corporation Responsibilities – Task List

HOUSING VOLUNTEERS ARE VITAL TO OUR MISSION

The house corporation is charged with providing the undergraduate chapter with a clean and safe
residential living environment that is conducive to scholarship, fraternal pursuits, and demonstrates a
commitment to lives of excellence.

We appreciate the time and talent you give freely to the Fraternity in improving the lives of
our undergraduates. Many of you provide selfless assistance and dedication to creating and
maintaining living environments that reflect lives of excellence. Thank You.

While not intended to be a complete listing of every opportunity to interface with the chapter in a
given school year, the List of House Corporation Responsibilities does provide a month-by-month
primer that covers the basic responsibilities of the house corporation.

Your work truly makes a difference in the life of Delta Tau Delta. Thank you for being an important
role model in our ongoing effort to provide for the education of youth and the inspiration of maturity.


August -               Greeting our Tenants
September
          Three weeks prior to resident move-in, house corporation conducts final
           inspection/checks of facility. Maintenance and repairs are completed and facility is ready
           for move-in. (See checklist at www.delts.org/housing)
          School is in session. The house is open
          As the situation and time permits, members of the house corporation should be available
           to meet residents and their parents. Answer questions and be available. Your presence at
           this important time can help set the tone for how the residents respond to the house
           corporation in the future.
          House corporation should schedule a resident meeting immediately after move-in. A
           review of facility policies, rules, and guidelines is necessary.
          The first Monday after school begins the house corporation conducts first monthly
           inspection and preventive maintenance checks.
          Fall fire inspection/fire drill occurs.
          Review the ―Chapter House Self-Inspection‖ monthly. The house manager and the
           Shelter and Grounds Committee should complete this.
          Review shelter safety and security checklist.

October                In the Groove
          October 15 - Leases for summer residents and next academic year signed and returned to
           house corporation.
          October 30 - Preventative maintenance for winter completed.
          Review the ―Chapter House Self-Inspection‖ checklist. The house manager and the
           Shelter and Grounds Committee should complete this.

                                                                                                      36
         Fall house corporation meeting to review property, maintenance, budget, projects and
          other items as appropriate and necessary. Rents for next academic year set. Next
          summer projects proposed and planned. Funding secured. If loan is necessary,
          paperwork is begun.
         Meeting with all tenants interested in living in house next year. Lease presented and
          reviewed
         Annual liability insurance payment due prior to November 1 to the Central Office.

November             Winter Transition
         Final projects and improvements, for following year, approved by house corporation.
         November 1 - Annual liability insurance payment due to Central Office.
         Review the ―Chapter House Self-Inspection‖ checklist. The house manager and the
          Shelter and Grounds Committee should complete this.
         Thoroughly inspect the chapter house to ensure that all fire safety and physical
          maintenance issues are implemented. It is important for the members of the house
          corporation conduct their own inspection, in addition to the regular inspections by the
          undergraduate officers. After completing the quarterly inspection, develop a written
          report for all members of the house corporation.
         Second week of November: Residents notified of upcoming holiday schedule with
          regard to facility. If the facility is closed, when and what must residents do prior to
          departing? This list might include such things as: clean out personal refrigerators,
          unplug all electrical equipment; empty trash. Room keys should be collected to facilitate
          inspections by property manager or house corporation.
         November 15 - Form 990, Organization Exempt from Income Tax, form due (due the 15 th
          day of the 5th month following the end of your fiscal year). Due now if fiscal year ended
          on June 30.

          From 990-T, Exempt Organization Business Income Tax Return (due the 15 th day of the
          5th month following the end of your fiscal year). Due now if fiscal year ended on June
          30.

December             Holiday and Closure
         Facility closed for the holiday break. Residents move out per house corporation
          guidelines.
         House corporation inspects property after residents depart with house manager.

         Review the ―Chapter House Self-Inspection‖ checklist. The house manager and the
          Shelter and Grounds Committee should complete this.

January              Planning for Next Year Confirmed
         Review the ―Chapter House Self-Inspection‖ checklist. The house manager and the
          Shelter and Grounds Committee should complete this.


                                                                                                  38
       House corporation conducts residents meeting to review fall term, plans for spring, and to
        answer any questions or concerns.
       Semi-annual inspection and maintenance completed prior to beginning of spring term
       Spring fire inspection/fire drill conducted.
       Rent for following year announced to residents.
       January 31 - Form W-2 due to employee (if applicable)

February           Spring Preparation
       Spring house corporation meeting.
       Approval of next fiscal year house corporation budget.
       House corporation should review property insurance limits of coverage and make
        changes, as appropriate.
       Review the ―Chapter House Self-Inspection‖ checklist. The house manager and the
        Shelter and Grounds Committee should complete this.
       Thoroughly inspect the chapter house to ensure that all fire safety and physical
        maintenance issues are implemented. It is important for the members of the house
        corporation conduct their own inspection, in addition to the regular inspections by the
        undergraduate officers. After completing the quarterly inspection, develop a written
        report for all members of the house corporation.

March              The Home Stretch
       Depending on location, house corporation should ensure that severe weather/tornado
        warning evacuation training is conducted.
       Review the ―Chapter House Self-Inspection‖ checklist. The house manager and the
        Shelter and Grounds Committee should complete this.
       Annual property insurance payment prior to April 1 to the Central Office.


April              Winding Down the Year
       Review the ―Chapter House Self-Inspection‖ checklist. The house manager and the
        Shelter and Grounds Committee should complete this.
       April 1 - Annual property insurance payment due to Central Office.
       April 15 - House Corporation prepares to close the facility for the summer. (See checklist
        at www.delts.org/housing)
       Move-out procedures established by the house corporation and distributed to residents.

May                Closing the House/Transition
       Thoroughly inspect the chapter house to ensure that all fire safety and physical
        maintenance issues are implemented. It is important that the members of the house
        corporation conduct their own inspection, in addition to the regular inspections by the
        undergraduate officers. After completing the quarterly inspection, develop a written
        report for all members of the house corporation.

                                                                                                  39
      Review the ―Chapter House Self-Inspection‖ checklist. The house manager and the
       Shelter and Grounds Committee should complete this.
      Pending move-out inspection process, security deposits returned to residents.
      With the chapter advisor, meet with the Greek advisor - summer is an ideal time to
       schedule a meeting with the school‘s Greek advisor or student affairs officer when the
       crush of daily events is reduced for campus personnel. Work to establish or continue a
       partnership with the host institution and affirm our commitment to the school and the
       community. Candidly discuss chapter and housing issues as necessary.

June              Maintenance & Upgrades
      Semi-annual maintenance work begun and continues through summer – or as necessary.
       (See checklist at www.delts.org/housing)
      The house corporation president and the chapter advisor should meet - discuss housing
       issues from the school year just ended. Provide your assessment of the chapter,
       particularly from the perspective of the property manager. Work together to determine
       long-term maintenance issues, campus housing trends and the chapter‘s ability to provide
       safe and quality housing that enhances its ability to recruit and retain the best men on
       campus.

July              Maintenance & Upgrades – Preparing for the Chapter
      Annual maintenance projects begun and completed. (See checklist at
       www.delts.org/housing)




                                                                                                40
Recruiting Alumni
The House Corporation, Alumni Advisory Team, and Alumni Association (if applicable) work in
conjunction to support the undergraduate chapter and to maintain consistent alumni opportunities.
Each organization depends on the other. In smaller or younger chapters, the outlined functions may
be done by one organization: the house corporation. In larger, older groups, it is best to have all
three organizations.

The alumni association offers a means of communication and, hopefully, social opportunities for all
alumni. The Alumni Advisory Team can then draw from this pool to capitalize on those who have
unique experiences and are able to commit time to the chapter.

The House corporation draws from both organizations to develop a team of mature alumni who
commit to the few corporation meetings each year and the added responsibility of property
management.

As alumni, or even the undergraduate chapter, begin to consider broader alumni involvement, this
structure should be implemented. Cooperation between these three levels will enable the alumni
leadership to maintain alumni interest.

                                   Figure 1: Recruiting Steps for Alumni


      Form a Search Committee


    Prepare a List of Prospective Members


 Announce the Formation to Alumni and Solicit
                  Response


                          The First Meeting


                            Nominations and Elections of Officers


                                 Follow-up with Alumni
                                 Communication and the Next
                                 Meeting
                                                Maintaining Alumni Interest


                                                  Expectations for Involvement



                                                                                                   41
STEP 1: FORM A SEARCH COMMITTEE
If your chapter needs to create a house corporation, the first step is to appoint a search committee.
This board is usually comprised of the President, the Alumni Chairman, one member of the
Executive Committee, the Chapter Advisor, and two involved local alumni. This committee begins
the recruitment of prospective house corporation members by establishing some basic criteria, such
as relative proximity to the campus and being at least five years out of school.

This committee will not nominate a member from a pool of applicants. Instead, it will ensure the
direction and success of the house corporation by developing interest in a broad group of alumni.
One of its first actions should be to develop a time frame for the alumni recruitment process.
Scheduling the first house corporation meeting to coincide with a popular school event such as
Homecoming generally produces the best response.

If your chapter has a functioning house corporation, but wants to broaden involvement or needs to
fill vacant positions, the process is virtually the same. You may either appoint a search committee,
or choose the current house corporation officers to fill that role.

STEP 2: PREPARE A LIST OF PROSPECTIVE MEMBERS
Obviously, personal contact is the best way to gather names for this list. Contact the Central Office
and the alumni development office on your campus to compile a full list of alumni in the area.
Remember that house corporation‘s can be well served by alumni from other chapters. By preparing
a short list of strong candidates, the committee can use personal contact to ensure that the first
meeting is a success. These alumni should respond positively when approached with the idea that
they are on a special list of highly valued prospective officers.

Many members could be beneficial to the house corporation by their occupational experiences. The
following occupations have proven to be beneficial to many house corporation‘s:

           attorney                banker                          contractor
           architect               accountant                      public servant
           fundraiser              university administrator        real estate broker
           insurance agent         engineer                        restaurant owner
                                                                     real estate appraiser

STEP 3: ANNOUNCE THE FORMATION
Several weeks before the house corporation‘s introductory meeting, all alumni from the chapter and
all alumni in the area should receive an announcement by mail. These alumni should be invited both
to participate in the house corporation meeting and to enjoy the event as an opportunity for alumni
interaction. A schedule of the day‘s events, an agenda for the meeting, and officer election
information should be included. Any alumnus present and in good standing can be a candidate for
office. Alumni should respond before the event to a designated member of the search committee.
The search committee will find that this meeting is productive, in great part, due to the personal
contact with those on the list of prospective members.

STEP 4: THE FIRST MEETING
The first meeting is crucial to the success of the corporation. The search committee must control the
meeting by creating a clear agenda. Essential to this agenda will be a clear summary of the purpose
                                                                                                    42
of a house corporation, the efforts of the committee, the orderly nomination and election of officers,
an agreement on the basic mission of the house corporation and the establishment of a few basic
goals. Before adjournment, schedule the next house corporation meeting for all alumni and the first
meeting of the house corporation officers where they will define the expectations of each position.
The officer meeting should be scheduled for a date soon after the introductory meeting.

STEP 5: NOMINATIONS & ELECTIONS OF OFFICERS
After everyone at the introductory meeting fully understands the purpose and direction of a house
corporation, the search committee chairman or the current house corporation president should open
the floor for nominations.

STEP 6: FOLLOW-UP WITH COMMUNICATION AND MEETING
An active house corporation can be a great means for maintaining alumni involvement and interest.
After the introductory meeting, another mailing should be circulated to alumni detailing the election
and goals of the house corporation officers. The day‘s events should also be summarized and an
account of all alumni attending should be included. Any alumnus who reads this mailing after
missing the meeting and day‘s events will have a sense of missing a valuable experience. This
deliberate follow-up could lead to better attendance at the next alumni event. Thus, the house
corporation helps the alumni association attract new members and the connection between the levels
of alumni organization become quite clear.

STEP 7: MAINTAINING ALUMNI INTEREST
While the role of maintaining alumni interest falls to the alumni association, the house corporation
can greatly affect that organization‘s success, by meeting regularly. At least two of these meetings
should coincide with alumni events so that a broad group of alumni can come into contact with the
workings of the house corporation. Obviously these meetings should run smoothly and be
productive. The house corporation will be able to keep the attention of the general alumni if:
  the corporation always operates from a set agenda; and
  each officer fulfills specific responsibilities, as defined in the bylaws and by the group.

If these alumni continue to be aware of the actions of the house corporation, then it becomes easier
to fill vacancies within the corporation.

Whether the alumni depend on the Alumni Chair and his chapter committee, alumni association, or
the house corporation to distribute an alumni newsletter, it is imperative that this kind of on-going
communication exists. At least 80% of any alumni newsletter should reflect the a ctivities of other
alumni. The actions of the house corporation should contribute significantly to that percentage.
Productive meetings and effective communication will send a clear message of the value of the
house corporation to all alumni. This important link to their undergraduate experience will give
them a sense of ownership in the Fraternity, which many members lose after they leave the chapter.

STEP 8: EXPECTATIONS FOR INVOLVEMENT
In all alumni publications, the level of commitment expected of a volunteer should be made clear.
The search committee makes this simple when it establishes the criteria for being an officer in the
house corporation. These criteria must be taken into careful account when the value of the position
is being examined. Officers will be responsible for the safety of many undergraduate members.
Additionally, the role of ―landlord‖ is an unavoidable component of the position. Few alumni will

                                                                                                       43
relish this identity, but the impact can be lessened if the alumni have established some distance from
the chapter. Ideally, the house corporation officers will be out of undergraduate school at least five
years. In the election process, a measure of responsibility cannot be overemphasized when the
alumni consider the value of the property they manage and the liability they may assume for its
maintenance. Any elected alumnus should be willing to attend the meetings and will have specific
duties between each meeting pertaining to his position. If all members meet these basic expectations
then involvement on the house corporation should be particularly rewarding.

                                Alumni Recruitment Program

Step 1:        Determine the type and number of positions needed. (See Alumni Advisory Team
               information)

Step 2:        Identify total pool of prospective candidates from:
               a. Fraternity Headquarters computer system
               b. Recommendations from local alumni
               c. Recommendations from local chapter
               d. Recommendations from Greek advisor or university alumni office
               e. Parents of current and former undergraduates

Step 3:        Determine method(s) of contact, i.e., letter, telephone call, email, etc.

Step 4:        Develop language and content of letter and/or telephone presentation. Urge some type
               of response from the potential candidates.

Step 5:        Make initial contact with total pool of candidates

Step 6:        Determine next step after review of responses received from initial contact.
               a. If responses are adequate in number and quality, then follow-up contact should be
                  made to determine the knowledge, experience, and available time of each
                  candidate.
               b. If the response from the initial contact are not sufficient in number and/or quality,
                  then follow-up contact by telephone should be made with specific candidates
                  based on information developed from the Central Office, Educational Foundation
                  and other sources. Contact should determine whether the alumnus received the
                  initial correspondence and what degree of interest he has in working with the
                  Fraternity.

Step 7:        Once a sufficient number of candidates have been identified, determine the best
               position for each candidate based on:
               a. Available time
               b. Undergraduate chapter or previous volunteer experience
               c. Age
               d. Career experience
               e. Other factors
               Then approach each alumnus individually to determine if such a position is
               acceptable. Be sure to discuss specific length of appointment (i.e. two or three years).

                                                                                                     44
Step 8:   Once a commitment has been made, set up an introductory meeting with the alumnus
          and the undergraduate officers. This should be followed by a meeting with the entire
          chapter (either at a chapter meeting, dinner, etc.).




                                                                                            45
             SAMPLE LETTER #1 TO PROSPECTIVE ALUMNI VOLUNTEERS



DATE


Dear Brother________________: (or first name)

The quote, ―As you advance, remember that others follow…‖ should be one that is familiar to all
Delts.

Our Fraternity has long recognized the value of alumni volunteers and has implemented a program
to increase alumni involvement within its 119 chapters and colonies.

An opportunity for you to renew your fraternal bonds with other alumni and undergraduates exists
nearby you home. The____________________ Chapter at
_________________________College/University is a chapter of ________(#) men that has a
(long/brief) history on the ________________campus. While the chapter is strong in the area(s) of
_____________________________, it is in need of guidance from alumni in the area(s) of
_______________________________.

Your assistance in these areas is being requested because (your related career, your age, your
experiences as an undergraduate or alumnus, geographic proximity to the chapter, etc.). I believe
that you, and several other alumni in the area, have valuable knowledge and experience that the
undergraduates could gain and learn from. The chapter members are eager to meet interested
alumni, and I can personally share with you that you will find great satisfaction from working with
these young men. Being a part of the leadership development process…seeing young men grow
through the Fraternity experience and evolve into the husbands, fathers and leaders of
tomorrow…well, it‘s a wonderful experience that is difficult to put into words.

I hope that I can count on you to help strengthen and continue the Delt tradition – please feel free to
call me at _________________________, or you might expect to hear from me in the next few days.
Take care and I look forward to talking with you soon.

Sincerely,




Division Vice President

NOTE: You may wish to include an interest form if you are mailing to
a large number of alumni-see attached copy for Boulder, CO
recruitment effort


                                                                                                      46
April 10, 1998


Dear *****Area Alumni,

We are a growing organization.

I am pleased to announce that Delta Tau Delta Fraternity is considering expanding in your area and
we need your help in building our newest chapter. We are considering ******College/University as
a possible site.

Delta Tau Delta has always recognized that the strength of a new chapter is directly influenced by
the strength of its advisors. Historically, alumni advisors have been critical ingredients to a new
group‘s long-term success.

With this in mind, Delta Tau Delta is asking for your support in shaping the future of a new colony.
We are asking for your involvement in an Alumni Advisory Team. (AAT)

In an AAT, volunteers will work closely with the campus, Central Office staff and the
undergraduates. Once volunteers are in place, each member of the Alumni Advisory Team will
assist a specific officer in the colony. Enclosed is a further explanation of the AAT and the
responsibilities of its members. As the AAT is established, the Fraternity‘s Central Office will
support you in every way possible; including training and organizational visit.

Alumni Advisory Teams are developed because adult leadership at the local level improves the
undergraduate fraternity experience. By assisting, you can truly help shape the success of a new
chapter and become a positive role model for our undergraduates. We know that a new colony will
benefit from your expertise and advice.

If you are interested in supporting a colony as an alumni volunteer at least once per month at an
institution in your area, please complete the enclosed post card and return it by ******or visit our
web site at www.delts.org and complete an on-line version.

Fraternally,                           During site selection, the Fraternity will give priority to
                                       institutions with an organized Alumni Advisory Team.


Director of Expansion
Enclosures

Pc:    Director of Alumni Affairs
       DP
       DVP


                                                                                                     47
       SAMPLE LETTER #2 TO PROSPECTIVE ALUMNI VOLUNTEERS



DATE


                    Dear Brother _______________________: (or first name)

For year, the Marines have been looking for ―a few good men.‖ Delta Tau Delta now makes the
some appeal. The Arch Chapter has approved ___________________________College/University
to be the next Delt Crescent Colony. As a resident of the area, you may already be familiar with the
school and know of its potential.

We would like you to head up the alumni team (or serve on the alumni team, as appropriate)
working with the Colony and its members. Yes, it‘s a big job and we hope you will concur with our
recognition that you are the right person for it. But, rest assured you won‘t be alone. This is a team
effort – we are working with other alumni to assure that we have a full advisory team and house
corporation in place.

As Division Vice President for this area, it is my responsibility to make sure all of my chapters have
strong alumni involvement and support. I‘m a Delt from__________________________________
and from my experiences there and as a DVP, I truly believe that alumni influenced and guidance
can be the difference between an average and a great Fraternity experience.

I‘ll be in touch with you next week to talk further. I‘m excited about this opportunity and welcome
your involvement.

Sincerely,




Division Vice President



NOTE: This letter was written for a colony and is directed towards a
specific position. It can, of course, be adapted for any chapter and/or
volunteer position needed, i.e., chapter advisor, House Corp.
membership, faculty advisor, etc.


                                                                                                    48
(THIS IS AN ACTUAL LETTER THAT WAS USED FOR THE RECOLONIZATION OF
BETA KAPPA CHAPTER)



MARCH 12, 1993


Brothers:

We need you help!

It is hard to believe it has been almost three and a half years since the Fraternity closed operations at
the University of Colorado. Since that time, we have been patiently waiting for the right time to
return to campus. The colonization efforts of the Fraternity and local alumni have paid off by
pledging 45 new men to what will become Beta Kappa Chapter. You would be proud of this new
group.

But now, on the threshold of success, we could very well be courting disaster. We are still in need
of alumni to help us with organizing the house corporation, as well as serve on the Colony‘s
advisory committee. That is the reason for this letter. We need to know if we can count on you to
help us in these efforts. Please complete the enclosed questionnaire and return it to the Central
Office as soon as possible. I will be in Boulder Monday, March 29, through Sunday, April 4. I
would like to call on you and perhaps get together to discuss you involvement. In addition, my visit
to the area is being coordinated with the chapter‘s Founder‘s Day, which is being held Friday
evening, April 2 at the Boulderado Hotel (you should have received information regarding this
event).

Saturday, April 3, we will be conducting an in depth, day long training session for house corporation
members, as well as for those involved with the advisory team. By the conclusion of this weekend,
we hope to have a well trained, effective corporation and advisory team in place.

I look forward to talking with you during my stay in Boulder. With best wishes, I remain

Fraternally,




Kenneth A. File

P.S. No chapter can be successful without strong alumni. Please return the enclosed questionnaire
today!




                                                                                                       49
Suggested Phone Script

Hello, my name is ____________________ and I am the Division Vice President for the Delt
chapters at NAME OF SCHOOLS. Have you got a few minutes to visit, or would it be better for me
to call back at another time?

IF CALL BACK… When would be a good time for you? Great, I‘ll call back then.

IF OKAY … I am also a Delt – I graduated from NAME OF YOUR SCHOOL AND
GRADUATION YEAR.         I recently sent you a letter outlining the purpose of my call – did you
receive it?

IF YES … Great, are you familiar with the Road? You probably read about it in the RAINBOW,
but if not I would like to take a minute to review it, okay? GO TO PARAGRAPH “A”

IF NO … Well, I will send you another one, but let me outline the purpose of my letter. GO TO
PARAGRAPH “A”

PARAGRAPH “A” – Membership Education and Personal Development have been strategic
initiatives of the Fraternity for several years. Beginning with a pilot program which selected 10
chapters per year, the last two years have been testing grounds for this initiative. This generation of
students, known as millennials, is different than previous generations. We must meet them where
they are by focusing on relevant education that is dynamic, empowering, and personal. We are
calling this The Road; connecting to our Ritual and imagery that everyone can relate.

Utilizing 21st century learning techniques, the curriculum of The Road is fun, exciting, and
introduces concepts applicable to all areas of a Delt‘s life. Career Development, Personal
Leadership, Financial Security, Health & Wellness, and Life Skills are the Five Key Elements with a
number of topics in each Element. These topics are available through Central Office staff trained in
21st century student learning techniques and web resources will also be available. Chapter
Leadership Consultants and other staff will deliver the program. Once our initial implementation is
complete we will search for opportunities to create avenues for alumni engagement. Right now
alumni can increase the learning by volunteering to talk to a chapter about their career, finances, or a
skill they specialize in.

While some chapters are still in need of advisors and house corp. members, the chapters I‘m
responsible for need MENTORS. (CHANGE AS APPROPRIATE FOR YOUR SPECIFIC
SITUATION) We see a mentor as a Delt alumnus who can:

       1.      Serve as an alumnus ―Big Brother‖ for pledged and current actives

       2.      Visit the chapter a minimum of two times per year and conduct talks, after dinner or a
               chapter meeting, about careers, life experiences or other topics of interest to you and
               the undergraduates.

       3.      Make presentations on how to build and create a resume, how to interview, and other
               career-related information.


                                                                                                      50
Actually, all of the ways one might volunteer as a mentor are pretty informal.

The chapter closest to you is NAME OF SCHOOL, and they are in need of LIST THE
VOLUNTEER POSITIONS NEEDED. Is this something you would be interested in?

IF YES … Great! I‘m sure you would like to know more about what the job entails, as well as more
about the chapter and the brothers. For these reasons, I am setting up a meeting with some other
volunteers to discuss the opportunities further. What is the best day and time for you in the next two
days to confirm the time and place?

HIS NAME, thanks for taking the time to visit with me. I look forward to talking with you soon.

IF NO, FIND OUT WHY – TYPICAL CONCERNS INCLUDE THE FOLLOWING:

 TIME:               Assure the alumnus that Delt-2000 offers opportunities for alumni with time
                      constraints due to family, career, etc. Mention again the mentoring
                      opportunities – as little as a couple of hours per year!

 LIABILITY:          Stress to the alumnus that the Fraternity‘s insurance policy covers all official
                      volunteers. You might want to mention the Chapter Responsibility Guidelines
                      and the fact that all chapters are now participating in a mandatory insurance
                      program through the International Fraternity. If he is still concerned, don‘t
                      hesitate to contact Ken File (or Steve Norton, our insurance agent) for
                      additional support, or encourage the alumnus to speak with his attorney.

 I’M TOO OLD:        Although times have certainly changed, it is clear that undergraduates want
                      more alumni involvement and support. This is not to say they want alumni
                      running their chapters – things haven‘t changed that much – but they do value
                      alumni guidance and perspective more than the past couple of generations.
                      Besides, the sharing of life experiences (not just Fraternity Experiences) are
                      timeless – application of college/Fraternity experience to real world, graduate
                      school, career paths, marriage, children, car and home buying, etc. are all
                      issues of interest.

       BE PREPARED TO SHARE WITH THE ALUMNUS WHY YOU ARE A
       VOLUNTEER – BE READY TO LIST THE TOP REASONS WHY YOU DO WHAT
       YOU DO (HELPING YOUNG MEN GROW AND MATURE, FEELING OF
       OBLIGATION/REPAYMENT TO THE FRATERNITY, HELPS KEEP YOU
       “YOUNG”, BROTHERHOOD AND FRIENDSHIP, ETC.)

IF ALUMNUS IS STILL NOT INTERSTED OR IS UNABLE TO VOLUNTEER…Is there
another time (next semester, next year) when I might check back with you to see if you might be
interested? IF SO WHEN?

Thanks again for taking the time to visit with me – take care.




                                                                                                    51
Working with the Host Institution
Too many times we often hear from housing volunteers that the ―University is out to get us!‖ ―The
school is out to shut down the Greek system‖ or ―The University doesn‘t support the Greeks!

While there certainly are instances when the relationship between institution and house corporation
are strained, the majority of institutions and house corporations work to maintain hospitable and
cordial relationships among each other.

What are the characteristics of productive university/house corporation relationships? How can
these or should these relationships be fostered if they don‘t exist?

It’s all about relationships. Housing volunteers should take the time to get to know the Greek
advisor and other university personnel who either work directly or indirectly with the fraternity and
sorority community on campus. Your first meeting with these folks should not be when the chapter
is in trouble or you need to ask for favor. When the time comes, and it will, when the conversation
with the university is less pleasant, having a friendly relationship with the university stake holders
may lessen the tension and adversarial nature of the discussions. These relationships may not avoid
potential penalties or repercussions from chapter actions but they certainly tend to reinforce the
approach that housing volunteers and university personnel are working toward the same goal.

Communicate. Communication is an important component to building good relationships. This
involves talking with the school about the future of housing on campus and the impact this could
have on current fraternity and sorority housing. Discuss common housing challenges with the
school and partner to identify potential strategies to overcome them. Take advantage of
opportunities the school provides for volunteers – chapter and housing – to meet to discuss common
issues and challenges. If these meetings don‘t occur, encourage your local fraternity/sorority
advising professional to begin them.

Partner. The school might be able to assist your house corporation in a variety of ways. Consider
working with the university for assistance with meeting state and county code enforcements. If the
fraternity owns the house in the community, be an active member of that community's governance
body. Make sure alumni attend the meetings and collaborate with the university on zoning and
enforcement issues. If the fraternity needs housing or meeting space on campus, be consistent in
expressing this to university officials and partnering to find a solution. Work with the university and
other fraternities and sororities to see if group purchasing for food, household and cleaning products
would be beneficial. Consider forming a purchasing board or group.

Tips for the house corporation working with university

   Keep a close relationship with the university advisor to fraternities. Get an understanding of
    where university officials stand regarding fraternity housing.

   Consider working with the university for assistance with meeting state and county code
    enforcements.



                                                                                                     52
   If the fraternity owns the house in the community, be an active member of that community's
    governance body. Make sure alumni attend the meetings and collaborate with the university on
    zoning and enforcement issues.

   If the fraternity needs housing or meeting space on campus, be consistent in expressing this to
    university officials and partnering to find a solution.

   See if the university can assist with housing loans.

   Work with the university and other fraternities and sororities to see if group purchasing for food,
    household and cleaning products would be beneficial. Consider forming a purchasing board or
    group.

First, it is important to identify several assumptions:

    1.     Fraternity and sorority chapters, like all student organizations on campus, are recognized
           and acknowledged by the school. Granted, to not be recognized, especially at a state
           institution, would have an impact on the ability of a chapter to function and operate.
           While various freedoms protect a chapter‘s right to recruit and assemble, the university
           plays a key role by providing important services for recognized chapters.




                                                                                                      53
Management of the House
Lease Agreements

Every tenant should sign a lease for the entire academic year by each November 15 for the following
academic year. Lease agreements can be arranged in a variety of ways:

   1. Facility use agreement between the chapter and the house corporation. This lease spells
      out what the chapter may do and may not do within the house. This lease lists the
      responsibilities of the house corporation i.e. pay taxes and the personalities of the chapter i.e.
      routine cleaning. The lease also specifies the amount of rent the chapter must pay and when
      it is due.

   2. Lease between chapter and individuals. This lease outlines the responsibilities of each
      individual tenant, the rent amount, and the rent due date. It is typically the responsibility of
      the chapter to enforce these leases through use of the chapter discipline process.

   3. Lease between individuals and the house corporation. This type of lease may be helpful
      if the chapter is unwilling or unable to hold tenants accountable for actions. In some
      situations, the house corporation may be more appropriate to hold members accountable to
      include collections.

The decision of what lease to use is ultimately that of the landlord, or house corporation. Sample
leases are attached.

It goes without saying, that leases are legal contracts and obligations. Members who sign a lease
should be expected to abide by it. In some cases, it might be helpful to have parents co-sign the
leases so there is clear understanding of financial requirements.

Keep in mind that leases can be fashioned to meet the particular needs of landlords/house
corporations. Including anti-hazing policies, alcohol and drug policies, and behavior expectations
are appropriate to add. The house corporation should design its lease (or require the chapter to do
so) to protect its interests – both from a financial standpoint and from a property preservation
perspective.




                                                                                                      54
Live-In Requirement
These requirements are important to include in chapter bylaws. If housed, chapter members have a n
obligation to maintain occupancy as established by the landlord i.e. house corporation. Adopting
language as part of the chapter bylaws will aid chapter officers and the chapter honor board at
holding members accountable for this important Fraternity obligation.

Language for chapter bylaws – Sample (NOTE: Substitute quarters for semesters as appropriate)

Section 1: General Rules

       a. All members of the chapter are required to reside or board (hereafter ―reside‖ or ―resided‖)
       in the chapter house for at least 6 quarters. This rule will be modified under only two
       circumstances. First, in situations where an individual becomes a member after completion
       of his sophomore year, he will be required to reside at the chapter house only thru the
       completion of his senior year even though such period will comprise less than 6 quarters.
       Second, for any quarter for which a member is precluded from residing in the chapter house
       because his pin number in not sufficiently low to qualify to reside under the procedure
       provide by Article XIII, Section 1, the 6-quarter requirement will be reduced by 1 quarter.
       For any quarter that a member fails to reside in the chapter house pursuant to this section, a
       fine of $___ will be payable. A member will be deemed to have failed to reside in the
       chapter house pursuant to this section for any quarter that he fails to reside if the remaining
       quarters that he has as an undergraduate of the chapter, assuming a normal 4-year period to
       undergraduate graduation, are not sufficient to permit him to satisfy the 6-quarter residency
       requirement. For example a third quarter junior, that has only resided in the chapter house
       previously for 2 quarters, who refuses to reside it the chapter house for his third quarter, will
       be subject to this fine.

       b. If all members are in compliance with paragraph a. and there are still vacancies in the
       house, members who are not otherwise required to reside in the house will be required to
       reside in the house until it is fully occupied. Members will be required to reside in the house
       pursuant to this paragraph based on pin number with members possessing the highest pin
       numbers being required to reside in the house.

       c. All members and pledges of the chapter, including those residing outside the chapter shall
       observe all rules while at the house.

       d. All members and pledges of the chapter are responsible for the actions of their guests
       while at the chapter house as well as removing unwanted guests from the chapter house.




                                                                                                      55
Rent – Why do we charge so little?
An area many house corporations have difficulty dealing with is property pricing (rent). To arrive at
a proper rent structure for a chapter house, the house corporation needs examine the market around
them. Start by researching the average costs associated with single and double rooms in the
residence halls; check local apartment complexes; look into independent housing rentals; and most
importantly, check with house corporation counterparts in other Greek chapter houses. Make sure
that the rent figure given covers the same items that your house corporation will include.
Specifically, the rent information that is necessary is:

      How much money is paid to the house corporation?
      Who assumes which expenses, such as debt service, real estate taxes, casualty and liability
       insurance, scheduled maintenance, reserve funds, and other operating costs associated with
       the chapter house?

There is no reason to have low rents. It is the fiduciary responsibility of the house corporation to
collect ―fair rents‖ because the asset represents the energies, efforts, and work of multiple
generations of Fraternity brothers, not just the group that is enjoying the bounty of the current time.

When the need for reserves is fully evaluated and appreciated, the reasonableness and fairness of
high rent is justified and supportable. At the very least, do not get trapped into subsidizing the poor
management of the shelter by keeping rents low.

Often there is much concern about not being competitive because higher rent may put the chapter at
a competitive disadvantage during recruitment. There is surprisingly little merit to these concerns;
they should not be the driving force in our rent decisions. Once again, when comparing rent,
especially among our peers on campus, compare the same items included by your house corporation.

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

Please keep in mind apartments and off-campus housing invariably have twelve-month leases and
residence halls and fraternities have nine-month leases. Thus, it is always less expensive for a
student to live in a fraternity environment than in off-campus housing. It is in the best interest of the
house corporation to present this scenario to the students and their parent(s) or legal guardians.
Paying twelve months of rent, in addition to all of the associated utilities at an apartment complex
does not make off-campus housing less expensive. Students tend to eat out more often or they
simply do not keep the essentials available to prepare proper meals. The result, higher food cost‘s.

The last issue to be considered when rent pricing is occupancy. The house corporation must
determine the precise number of men the chapter house can hold, not what the chapter members
want the house to hold. It is traditional to find a chapter house that comfortably holds, for example,
forty men, and the chapter members have cut down this number by eliminating quads or three-man
rooms, bringing the total occupancy to 35 or so. The house corporation needs to change this
philosophy by making the chapter pay the full amount of rent expected by full occupancy. This is
                                                                                                     56
the only way to ensure the house corporation does not fall into a problem with making financial ends
meet.

House Notes/Parlor Fees

Each house corporation should require, in addition to rent, the timely payment of chapter members;
house notes or parlor fees for every undergraduate member and pledge living in or out of the house.
These charges cover the "wear and tear" on the public areas and use of utilities for those members
not living in the shelter. These funds could be set aside for later renovations or redecoration
expenses or could be added to the house corporation yearly revenue.

Financial Reserves

Reserves are critical to the viability of fraternity housing. Reserves are needed for three principal
reasons: (1) regular capital improvements/replacements, (2) major renovation every twenty (20)
years and replacement in sixty (60) years, and (3) coverage of short-term operating deficits caused
by low chapter membership. Capital replacement reserves (roof carpeting, heat and cooling plant,
furniture, appliances, etc.) should be set aside at the annual rate of 1% to 2% of the market value
of the property; while major renovation and replacement reserves should be set aside at the annual
rate of approximately 3% of the market value of the property. The market value should be
determined every five years and is best based on replacement cost for purposes of reserve
calculations. Please keep in mind, these are guidelines. The key is to reserve some funds for the
next emergency or unexpected repair. Save something!

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

House Corporation Rent Comparison Model

Situations obviously differ from one part of the country to another, memberships differ and
obligations that must be met vary. This is an average way to figure and is an easy way to compare
groups with different size houses.

Several assumptions must be noted: 1. It is assumed the house corporation is paying for all capital
improvements (i.e. new roof, carpeting, furniture, appliances, etc.) and property insurance 2. The
Chapter is paying typical common maintenance expenses (i.e. common repairs, cleaning, broken
windows, furniture repairs, utilities, and liability insurance, etc).

These assumptions DO NOT include debt service.




                                                                                                        57
FORMULAS FOR COMPUTING ANNUAL HOUSE CORPORATION RENT

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

       Method I       $101,100

     Method II    $105,714
Assumptions:   37 Members Living In
               48 Members Living Out
               85 Total Members

Note: A market value of $15,000 per bed has been employed in arriving at the market value of the
      chapter house in the first two examples.

METHOD I

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

Example: 37 Beds @ $15,000/Bed = $675,000 x 1% x 12 = $66,600

Operating Expense:
                          Property Taxes            $7,500
                          Insurance                 $10,000
                          Improvements              $15,000
                          Miscellaneous             $2,000

                                                    $34,500

Annual House Corporation Rent = $115,500

METHOD II

Annual House Corporation Rent = Market Value of Chapter House
                                           5.25

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

Example: 37 Beds @ $15,000/Bed = $550,000/5.25 = $105,714




                                                                                                  58
Damage Deposits and Room Inspections
Before each tenant moves into his room, he and the appropriate representative should complete a
room inspection sheet.

Room Deposits

Each tenant should pay a damage deposit at least equal to one month‘s rent. The house corporation
should determine the amount of the deposit. The damage deposits should be held by the house
corporation in a separate account and returned to the tenants over the summer upon final completion
of repairs to the facility. Do not return damage deposits at any point during the academic year.

Common Area Deposits

Each undergraduate whether they live in the facility or not should pay a damage deposit in addition
to their parlor fee or rent. This damage deposit should be held by the house corporation in the same
account with the damage deposits from tenants and should be returned to the members in the
summer upon final completion of repairs to the facility.

Key Deposits

Each tenant should pay a key deposit. The key to the room must be returned to the house
corporation in May for the tenant to receive back his deposit.

Inspections

The appropriate representative and the tenant should inspect the room the tenant will occupy. A
report of the initial condition of the facility should be filed with the house corporation and a copy
given to the tenant. The room should be inspected once again by the tenant and a house corporation
member in December before the tenant leaves for the winter and again in May when the tenant
moves out of the facility. Any damage that has been done to an individual‘s room should be
repaired by the house corporation and deducted from the tenant‘s security deposit.

The appropriate representative of the house corporation for the chapter should inspect all common
areas of the facility at the beginning of the academic year. A report should be filed with the house
corporation and a copy given to the House Manager. The house corporation should inspect the
common areas of the facility in December and again at the end of the school year when the tenants
move out of the facility. Any damage that has been done to the property will be repaired and
deducted from the common area damage deposits.

Damage deposits are a critical element of the house corporation‘s financial operations. Too often,
house corporation members have to spend some of their long-term maintenance budget on making
cosmetic repairs to the facility at the end of the academic year. Proper management of damage
deposits will help the house corporation preserve the long-term maintenance budget for the facility.

Assessing Damages

Room inspections and damage deposits help prevent damage. These tools provide a method of
                                                                                                       59
determining the amount of reimbursement to collect from those who fail to care properly for house
corporation property.

If damage occurs during a school term, before a tenant is scheduled to move out, a follow-up
inspection should be conducted. The damage should be repaired and the appropriate amount should
be taken from the tenant‘s deposit. The following are some items commonly charged against
damage deposits:

          Damage to any part of the chapter house or property
          Replacement of furniture and/or fixtures because of loss or damage
          Paint necessary to return room to original color
          Cost of labor and materials to repair and/or replace anything applicable
          Collection of unpaid rent or dues may be taken from security deposits depending on the
           Landlord/Tenant act of your particular state and the language contained in the lease
           agreement.

Careful consideration must be given to the amount of time/labor that will be expended to repair or
replace property. Labor cost should be based upon what it would cost to pay a professional to do the
work. Be sure to include the time spent on going to the store, etc. to acquire the materials or
replacement items. Remember: You get what you pay for, so always hire a professional or skilled
person for the job. An aggressive rate charged for time spent will help deter people from doing
damage in the first place.

Damage and Maintenance Policies

The following is a sample damage and maintenance policy to help reduce the amount of abuse that
occurs to a facility during the academic year. Remember that the house corporation is dealing with
undergraduates mostly between the ages of 18-21. The key to a good damage and maintenance
policy is that all costs associated with intentional damage are not taken from long-term reserves.
They must be taken from either the security deposits, paid by the individual who did the damage, or
taken from the chapter‘s events budget.

Intentional Damage

If intentional damage is done to a room or a common area, the first step is to determine who did the
damage. If an individual is identified, the person should pay 150% (suggested) of the cost to repair
the damage. The additional 50% is deposited in a scholarship fund for the chapter. All repairs
should be conducted by certified repairmen, thus eliminating the risk of chapter member
craftsmanship.

If nobody is able to determine who did the damage then the cost is paid in one of three ways. 1) If
the damage occurred in an individual‘s room the individual‘s security deposit is charged. 2) If the
damage occurred to the common area then the general security deposit is charged. 3) If the chapter
prefers, 150% of the cost of repair can be taken from the chapter‘s events budget, however, one of
the above payments is preferred.

Long Term Maintenance


                                                                                                    60
When the house corporation makes a major repair to the facility the corporation should start a
reserve fund for the next time that repair must be made. (e.g. if the roof is replaced, the house
corporation should start a roof reserve fund by dividing the estimated cost of the next new roof by
the expected number of years the roof will last). Given this approach, the house corporation will
have the money on hand the next time a project needs to be completed and the house corporation
will not have to attempt to raise money or increase the debt on the property. As a guide, many state
universities‘ building and grounds departments keep 10% of rental revenue as a budget for long-term
maintenance.

Sample Damage Deposit - $350

    Tenant (Yearly Security Deposit)            Non-Tenant (Yearly Security Deposit)
    $350 Room Deposit                           -- (Out of house member)
    $50 Key Deposit                             -- (Out of house member)
    $200 Common Area Deposit                    $200 Common Area Deposit
    $5000 Total Yearly Security Deposit         $200 Total Yearly Security Deposit




                                                                                                 61
House Corporation Finances
Fundamental to the success of each House Corporation is a strong focus on its financial affairs.
Leadership by a knowledgeable and capable person to oversee the financial management can go a
long way to assure financial health. This person would typically be the corporation's treasurer. His
responsibilities include developing appropriate financial plans and strategies, budgeting, accounting,
tax filing, record keeping and establishment of necessary internal and external controls and review
procedures.

Each House Corporation must maintain accurate books and records of all financial transactions and
safeguard all original legal documents including deeds, contracts, leases, securities, etc., copies of
loan documents, insurance records and tax returns. The timely preparation of budgets and financial
statements is vital to provide for the proper management of the financial affairs of the corporation.
The timely filing of tax returns is critical to comply with laws (and to avoid substantial penalties).

It is the responsibility of each House Corporation to obtain an exempt organization federal
identification number and annually file IRS Form 990. More on the 990 is discussed in House
Corporation Legal Issues section.

Every well-managed organization needs a financial plan. This normally takes the form of an annual
budget. It needs to be prepared with the participation of House Corporation members and chapter
officers to integrate rent and expense expectations.

In preparing the House Corporation's budget, numerous considerations are important to evaluate:
trends in chapter size, in financial discipline, in House Corporation rent, in House Corporation
expenses and in competitive influences, together with the House Corporation's long-term goals.

Operating Like a Business

The chapter facility should be operated like any other piece of commercial real estate. It is important
that the house corporation operate in a fiscally responsible manner. The following guidelines will
help you manage the property in a responsible manner.

1.     Maximum Debt Service

       There should be no more than $15,000 debt per bed on the property. While this will vary
       depending on the cost of living in your location, it is a guideline for house corporations to
       follow. If the house corporation has more than $15,000 debt per bed or less than 30% equity
       in the property, there could be a problem if the house corporation is unable to keep the
       property full.

2.     Full Occupancy

       Filling the property is a critical element to good financial management. There are several
       different ways to ensure that the property is full. First and foremost is to have
       undergraduates sign leases early (as noted above). Do not let the property become the last
       resort for people who do not get their first choices of places to live. In some college towns, it
       is the norm for students to sign housing contracts for the following year in November.
                                                                                                     62
     Where this is the case, the house corporation must also get leases signed in November.
     Several house corporations use lottery systems to fill the empty spaces in the facility and
     force members to live in the property or be expelled from Delta Tau Delta. To properly
     implement this policy, leases must be signed early before those who might be drafted sign
     leases elsewhere.

3.   Mortgages & Interest Rates

     The house corporation should have a mortgage at a market interest rate for commercial loans
     in its area of the country. Avoid balloon payments if possible. House corporations that have
     balloon payments only inhibit their ability to build net equity in their property over time.
     The mortgage should last no longer than 20 years and preferably 15 years as the property will
     need a major renovation every 15 years to stay current with other campus living options.

4.   Savings

     The house corporation must save for long term repairs such as a new roof, enhanced fire
     safety systems, new carpet, new furniture, etc. Many universities save over 10% of rental
     revenue for long-term maintenance.

5.   Damage Deposits

     It is important that the house corporation handle security deposits in the proper manner to
     avoid having to spend long-term savings on cosmetic repairs each year.

6.   Rent

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

     Often there is much concern about not being competitive in our rent charges because our
     high rent will put the chapter a competitive disadvantage in rush. There is surprisingly little
     merit to these concerns; they should not be the driving force in our rent decisions. if a
     financially sound level of rent for the House Corporation appears to put the chapter at too
     high a rent level in relation to other houses in terms of what they must charge members for
     rent, a meeting of the house corporations on campus may be appropriate to try to increase
     house corporation rents campus-wide.

     The amount of rent and its payment terms should be clearly set forth in a Chapter Lease.
     Collect the rent as early in each year, semester or quarter as is financially feasible. The lease
     should clearly set forth the financial responsibilities of the chapter for ordinary repairs and

                                                                                                     63
     maintenance as distinguished from the House Corporation's responsibilities for capital
     improvements.

7.   House Notes

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

8.   Financial Reserves

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

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




                                                                                                  64
Keys to Successful Budgeting
  1.    Collect all money on time (limit payment plans)
  2.    Limit rental payments to two per year or four at most.
  3.    Have a realistic budget with savings.
  4.    Discount rent for those that pay the entire year‘s rent early.
  5.    Have a full house. Avoid vacancies.
  6.    Rent should be comparable to university and off-campus apartments.
  7.    Budget income on 90% of members (undergraduates leave school, quit the Fraternity,
        etc.)
  8.    Over budget for expenses.
  9.    Rent should increase each year.
  10.   Budget for expenses first then revenue.
  11.   Use 30/60/120 policy collection agencies and small claims court use to collect all
        accounts receivable.
  12.   Savings: undergraduate chapter – at least 5% of income; alumni and volunteer
        corporations that own – save 3% of property value annually; alumni and volunteer
        corporations that lease/rent – save 5% of rental income.
  13.   Revenue must exceed expenses plus savings.
  14.   Prison grade (very durable construction materials) is the right grade.
  15.   DO NOT underinsure.
  16.   Sign nine-month leases for the following academic year by November 15.
  17.   Always adjust for inflation – add 3 or 4%.
  18.   Collect damage deposits for individual rooms and for common areas.
  19.   Collect non-refundable cleaning deposits.
  20.   Hire professionals to do repair work on the facility. Undergraduate ―projects‖ rarely
        work.
  21.   Close the facility for the summer unless there is guaranteed profit.
  22.   ALL chapter members must participate in a meal program that makes a profit (if one is
        offered). Otherwise, it will lose money.




                                                                                                65
The 10 Specific Commandments of House Corporation
Financial Management

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

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

3.    Set the rent so as to allow for payment of mortgage, taxes, property insurance, maintenance,
      repairs and reserves.

4.    Establish cash reserves for replacements, major repairs and chapter financial crises.

5.    Collect all House Corporation funds from the chapter prior to or on the first day of each
      semester or school term.

6.    Have dual signatures on all safe deposit boxes, checking and savings accounts. There's safety
      in numbers. This should also be required on all colony or chapter funds.

7.    Be sure the chapter has an active chapter or financial advisor.

8.    Insist upon monthly meetings and reports from the chapter in areas such as finances, rush,
      scholarship and property repair. Obtain and review all chapter budgets and monthly financial
      reports.

9.    Request of the Central Office the dates of visits by chapter consultants to the chapter and get
      all reports on the chapter. Request that all chapter consultant reports be forwarded to the
      House Corporation's president.

10.   Develop successor House Corporation financial management. This will assure the current
      Treasurer's knowledge and efforts will provide the much needed continuity to the
      Corporation's financial leadership.




                                                                                                    66
Good House Corporation Financial Practices
(Suggested by a Delta Tau Delta House Corporation Treasurer)


1.       Have a written lease with Chapter that among other things requires chapter to have a written
         semester agreement with members. Know in advance what remedies will be used for
         violations, who pays for what, the rules of the house, and how the relationship will work.

2.       Collect ―rent‖ from Chapter at the beginning of each semester/quarter rather than monthly.

3.       Involve Chapter in HC rent setting and budgeting, provide HC financial reports to Chapter,
         and meet at the Chapter once each semester.

4.       Prepare an invoice for each rent payment due from Chapter that includes any arrears and
         penalty charges applied.

5.       Charge enough rent! Don‘t go out of business giving the brothers too good a deal. Consider
         parity with the University‘s double occupancy room only rate, adjusted for the things the
         brothers have to pay for at the Shelter that are provided in the dorms, such as cable TV,
         internet, telephone service, parking, trash removal and house duties.

6.       Charge enough rent! Don‘t go out of business by failing to collect enough to give HC a gain
         each year that can be held in a fund for large remodeling or rebuilding projects. Breaking
         even is NOT enough rent.

7.       Charge enough rent! Don‘t go out of business by failing to collect enough rent that allows
         HC to provide ‗value added‘ programming such as a subsidy to attend Division Conference,
         tutoring, scholarships and alumni events.

8.       Conduct simple annual fund raising among alumni that goes to specific programs such as
         tutoring, scholarships or capital accumulation but NOT for meeting operating expenses or
         subsidizing Chapter‘s occupancy or rent.

9.       Analyze the financial needs of the Chapter and identify workable financial goals.

10.      Assist in establishing firm financial criteria for Chapter operations and work closely with
         them to see it is carried out.

11.      Stay legal, insured, in good standing with your state (annual report) and IRS (IRS Form 990),
         in contact with the Chapter Advisor and Chapter officers.

12.      Communicate with alumni: your message is different than the Undergrad‘s.




                                                                                                       67
Collections
It is important that chapter treasurers close out the academic year on a positive note financially.
Brothers who have not paid house bills, annual dues, insurance, and miscellaneous bills need to be
held accountable for outstanding debts which eventually impact the entire chapter.

Delta Tau Delta recommends the use of Parson-Bishop Services, Inc. to assist with the collection of
account collection of money from brothers who have failed to meet their financial obligations to
their chapter.

Parson-Bishop is an officially licensed vendor and is recommended because of their long, 30-year
history and proven track record with several Greek organizations. It provides a full spectrum of
collection services that can make a treasurer‘s job easier and at a cost that is considerably less than
other choices available.

By using Parson-Bishop‘s unique, cost-saving services, chapters will collect dollars otherwise lost to
them and save considerable time pursuing accounts that are not responsive. There are no
prepayments or advances of any kind. Parson-Bishop provides two plans for collecting money.

Without a written collections policy, accounts ―fall through the cracks‖, and delinquent accounts
continue to age and become less collectible.
Ingredients of a Receivables Management/ Follow-up Policy:
   1. It must be in writing.
   2. It must outline the exact follow up process commencing at the 1st invoice/bill and concluding
      with the final notice and third party intervention.
   3. It must be communicated and understood by all officers and members.
   4. It must empower the treasurer to follow and implement without exception.

Your accounts receivable policy should allow for a reasonable amount of requests for payment over
a period which should not exceed 90 days from the date of the invoice. If their obligations are not
met with in this time frame it should be apparent that the member has no immediate intention to pay
and third party intervention may be necessary.

In our dealings with Greek organizations we have come to realize that third party intervention can
sometimes cause issues among members. A written policy helps to contain this. Any decision to
forward an account to collections would be strictly policy and not personal. Plus once involved we
can advise, with out bias, how best to recover your money. It should be understood and conveyed to
your treasurers that by falling delinquent a member is not living up to the commitment that
membership insists upon.

Once a policy is created and more importantly adhered to then you should find that you will have
fewer internal issues among members and more money will be collected.




                                                                                                          68
Parson Bishops – Preferred Collection Plan
18% Contingency Fee

Greek Organization________________________________Chapter Name___________________
Address*_________________________________________Phone( )_______________________
City, State, Zip__________________________________________Date_____________________

*For chapter use we recommend using the chapter address for future continuity. For House
corporations we recommend using the address of the officer. Reports and collection remittances are
sent to the address listed.

PHASE I

We hereby assign accounts from this date forward (as we select and submit) to Parson-Bishop (PB)
for collection. PB may proceed with whatever steps are necessary for collection of these accounts.
We warrant to PB the accuracy of the information furnished to them on accounts submitted.

The Preferred Plan will make several collection contacts with each account submitted for a period of
approximately 60 days. Many accounts do not need extensive collection action for collection and all
accounts collected in Phase I will have a low contingency fee of only 18% (balances under $100
have a fee if collected of 35%). These fees are due on all amounts actually collected or paid direct
while in Phase I. No collection, no fee. All fees are subject to reasonable increase over time.

PHASE II AND III (FINAL STAGE SERVICE)
Some accounts will need more extensive and time-consuming follow up to achieve collection. We
agree that accounts that do not respond in Phase I will be transferred to Phase II, Final Stage
collection service at a contingency fee of 35% of all amounts actually collected, paid direct to the
client or withdrawn after assignment into Final Stage. PB‘s collection staff will work all accounts in
this phase for an unlimited time. Phase III: once PB determines that accounts cannot be collected in
Phase I-II, we give them permission to report all unpaid accounts to national credit reporting
agencies for a period of time up to seven years and to transfer selected accounts to their legal
department for additional follow-up by their legal collection staff and, if necessary, attorney
members of the Commercial Law League of America. No suit action will ever be taken without our
specific knowledge and approval. Fees for legal and credit reporting are 50% if collected.
_________________________________             _______________________ ____________________

Chapter/ House Corp Officer Signature Print Signature Please        Email Address

Parson-Bishops Value Collection Plan

Greek Organization________________________________Chapter Name___________________
Address*_________________________________________Phone( )_______________________
City, State, Zip__________________________________________Date_____________________
*For chapter use we recommend using the chapter address for future continuity. For House
Corporation use we recommend using the address of the officer. Reports and collection remittances
are sent to address listed


                                                                                                    69
Phase I

Program Price : $16.50 Per Each Account Submitted and Processed. Billed Monthly
We hereby assign accounts from this date forward (as we select and submit) to Parson-Bishop (PB)
for collection and give them permission to make contact with our accounts in an effort to collect
them for us. We warrant to PB the accuracy of the information furnished to them on accounts we
submit.
We understand that PB will make a concerted effort to collect all accounts submitted in Phase I and
will work each account for approximately 45 days. The debtors will be instructed to send all
payments direct to us; therefore, it is necessary for us to report these payments as they are made.
Payment reporting forms will be provided for our convenience.

There are no percentage fees, or other charges of any kind, for collections made in Phase I other than
the $16.50 collection processing fee. This fee is due whether or not the account is collected. We
understand we will be billed once per month at the rate of $16.50 for each account submitted and
processed through the collection service. Price is subject to increase. Terms: net receipt of invoice.

Phase II & III (Final Stage Service)

Some accounts will be more difficult and will require more extensive time and effort by PB‘s
collection staff to achieve collection. We agree that these accounts will be transferred to Phase II,
Final Stage service after they have been contacted without success in Phase I. Fees, contingent on
collection, in Phase II are 35%. Phase III: once PB determines that accounts cannot be collected in
Phase I & II we give them permission to report all unpaid accounts to national credit reporting
agencies for a period of time up to seven years and to transfer selected accounts to their legal
department for additional follow-up by their legal collection staff and, if necessary, attorney
members of the Commercial Law League of America. No suit action will ever be taken without our
specific knowledge and approval. Fees for legal and credit reporting are 50% contingent on
collection.
_______________________________ ___________________________ __________________
Chapter Officer Signature Print Name Please Chapter Email Address




                                                                                                    70
Property Insurance
Adequate insurance for your property is essential. The majority of Delta Tau Delta house
corporations have chosen to participate in our property insurance program. Because Delta Tau Delta
is part of an insurance program that specifically focuses on Greek housing, we enjoy better coverage
at better rates. In addition, insurance discounts are available for several items, including fire
sprinklers.

How Much Insurance Do You Need?

Buy enough insurance to cover the cost of replacing the building, including the cost of permanently
attached fixtures such as carpets, sinks, hot water heaters, etc. Exclude the value of the land and any
foundation or subsurface structure. These items are not covered in a standard property insurance
policy. To determine the replacement cost, either hire a professional appraiser or measure the square
footage of the building, using outside wall dimensions, and multiply the area by the current
construction cost per square foot for similar properties. Check with local builders for the appropriate
cost per square foot.

When purchasing or reviewing your property insurance, keep these the following terms in mind:

Guaranteed Replacement Cost (GRC)             Cost of replacing property without deduction for
                                              depreciation and regardless of stated limits.

Actual Cash Value (ACV) The replacement cost of property less an allowance for physical
                        depreciation and obsolescence.

Do not underinsure. You are strongly encouraged to purchase or keep guaranteed replacement cost
insurance.

Make sure the chapter house has the necessary replacement cost property insurance. Our property
insurance program offers ―guaranteed replacement cost‖ coverage. Guaranteed replacement cost
coverage is offered if insured at greater of BVS ( Boeckh Valuation System) replacement cost valuation
or $110.00/sf.

Example A – 10,000 Square Foot Building               Example B – 10,000 Square Foot Building
BVS Valuation: $1,200,000                             BVS Valuation: $1,200,000
Stated Building Value: $ 800,000                      Stated Building Value: $1,200,000

Claim scenario: A total loss occurs and reconstruction costs are $ 150 per square foot or
$1,500,000.

Example A will pay $ 800,000 maximum. The building limits were not at a level that qualified for
participation in the GRC property insurance program offered through FPMA. Example B will pay
$1,500,000 for building. The building limit declared is at least equal to the most current BVS
valuation on file at the time of the last renewal, which qualifies it for participation in the FPMA
GRC

How Much Insurance Coverage Do You Need On Contents?
                                                                                                         71
No mater how much coverage you have, you will not collect the full amount of insurance unless you
can establish the value of your property. To do that, conduct an inventory. List the items the alumni
and house corporation owns, any serial numbers, the approximate purchase dates, and the prices
paid. You might want to photograph or videotape this property.

Important

It is important that you notify your tenants that the alumni and volunteer corporations property
insurance DOES NOT cover their personal property. Members should be insured through their
parents‘ homeowners insurance of have their own renters insurance.

Delta Tau Delta’s Property Insurance Program

The Delta Tau Delta property insurance program protects chapter houses against direct physical loss,
on an all-risk (subject to exclusions), replacement cost basis. Exclusions include: war risk, nuclear,
pollution, asbestos, vermin, infidelity, electrical arching, errors in design, loss caused by
renovations/contractors, personal property of others (tenants).

Property Covered: The building, fraternity-owned contents, loss of rents, boiler and machinery

Deductibles: *

           The chapter is responsible for $2,500 in the event of a loss,
           If your house becomes vacant the deductible is $10,000.
           The deductible is $25,000 for flood and $25,000 for earthquake except in California
            which 5% of insured values subject to a $25,000 minimum.

*Refer to the property policy manual for more information.

Policy Term: April 1 to April 1

Billing statements for the upcoming policy year are mailed in February. It is very important that you
review your statement and ―Evidence of Property Insurance‖ for accuracy. What should you
review?

        All locations are listed as being insured.
        All parties who have a financial interest in the property are identified.
        Each location‘s stated value is accurate.
        Did the inspector:
                    Identify the correct method of construction.
                    Is the square footage used to calculate the value accurate?
        Contacts are current and their information is correct.
        Is the stated amount for contents and business interruption adequate?
        If your house is 100% sprinkled, make sure you are getting a discount.


Billing: Due prior to April 1. Financing is available and explained in the insurance mailing.


                                                                                                    72
Inspections: We also provide chapter house inspections by professional appraisers and inspectors
every two years. Inspections are done on a rotating basis to evaluate the condition of the property
and to recommend fire and life safety improvements. It is important that a housing volunteer for
your chapter be in charge of this inspection when the chapter is contacted. Each year the Central
Office will provide its insurance carrier with the name and contact information of the volunteer to
contact prior to the inspection. This information needs to be accurate.

Renters Insurance
The corporation‘s property insurance does not cover the personal items of chapter members who
reside in the chapter house; the corporation‘s liability insurance does not cover members when they
are acting as individuals, independent of chapter affairs. Many chapter members will already be
covered by their parents‘ homeowners insurance policy. All members should be advised that they
need to find out if their property and liability are covered while they are away at school.

To protect a member‘s personal items and liability not included in parents‘ homeowners insurance,
the insurance industry offers renter‘s insurance. Renter‘s insurance provides coverage for personal
items such as clothing, stereos, bicycles, computers, etc., when stolen or damaged. Without
coverage, theft or damage could represent substantial financial loss for a member. A liability lawsuit
could be financially catastrophic.

Some basic information on renter’s insurance for chapter members

Minimum Policy Amount.

First assess the value of the property to be insured to determine the amount of coverage needed.
Most insurance companies require purchases of a minimum amount of coverage, which can range
from $10,000 to $25,000. Ask if the policy includes full replacement cost, which will cover
depreciation of property over time. Most companies offer policies with replacement cost at an
additional charge.

Coverage.

In general, policies cover theft, fire, smoke, vandalism, windstorm or water damage, lightning, and
personal liability. Personal liability includes bodily injury or property damage claims for which you
are liable. For example, such a claim could arise if a friend hurts herself/himself on your property
due to your negligence. Be sure to read policies carefully to determine the exact scope of coverage
and ask questions regarding any aspect that you don‘t understand.

Premium.

The cost of insurance, or the premium, varies among insurance companies and can depend upon
factors such as the amount of coverage, whether you live in a house or apartment, the safety and
security of the premises, and length of residence. Some companies offer a discount if you already
have a policy, such as auto insurance, with them. Currently, the range is $115 to $250 per year.

Deductible.


                                                                                                      73
The deductible is the amount of loss you pay. Deductibles can range from $100 to $500. In general,
the higher the deductible, the lower the premium for similar coverage.
Restrictions Insuring Students.

Many companies place restrictions on coverage of households with two or more unrelated
roommates. Restrictions include requiring each roommate to have an individual policy and placing a
limit on the number of unrelated occupants per household. Let your agent be aware you live in a
fraternity chapter house so that the issue of unrelated occupants per household is addressed prior to
securing coverage.

A Waiver of Liability is located in the Appendix reminding tenants of their responsibility to secure
renters insurance.




                                                                                                       74
COOKS
Developing a meal plan is a good way to help create a positive chapter environment. Members
whom eat together show a sign of chapter quality. The following are sample guidelines only—each
house corporation will have its own specific requirements and duties. These should be clarified at
time of hiring. Typically, the resident advisor is responsible for supervising the cook.

Requirements

 Skill and experience in quantity cookery.
 An acceptance of position on a salary basis, not an hourly basis.
 Availability to prepare meals for additional functions, special events, etc.
 Maintain a neat and clean appearance. Wear a hair-cover and uniform at work.
 Present a food handler‘s health certificate.
 Operate the chapter‘s meal plan Monday through Friday (breakfast, lunch, and dinner).

Duties

 Prepare planned meals alone except when an assistant is assigned this duty.
 Breakfasts and lunches prepared alone.
 Dinners and special occasions prepared with assistants.
 Daily number of servings per meal varies with the size of the chapter.
 Monday evening, formal dinner.
 Special occasions—recruitment, alumni functions, parents weekend, etc.
 Supervises serving of food.
 Care of food supplies and leftovers.
 Advises resident advisor to quantity of food needed
 Develops menu suggestions for meal planning.
 Makes salads.
 Prepares vegetables.
 Prepares main entrées.
 Prepares desserts.
 Checks and stores groceries that are delivered each day.
 Checks delivery of kitchen laundry and cleaning supplies.
 Defrost and cleans refrigerator once a week or as needed.

Pay is determined by each house corporation, but generally cooks are paid $1500.00 to $2000.00 per
month or commensurate with experience and responsibilities.




                                                                                                 75
Conduct and Dress


For the considerations to be received and subject to the terms stated, the cook shall observe the
following requirements:


 Dress and personal appearance shall be neat and clean.
 Kitchen and house rules, as determined by the chapter and house corporation, shall be posted and
   observed.
 Abuse of alcohol or other drugs shall be grounds for immediate termination of employment
   without notice.
 Offensive conduct, refusal to perform duties satisfactorily, or refusal to obey rules shall be
   grounds for immediate termination of employment.

Miscellaneous

An inventory of all equipment and furnishings and other items in the kitchen apartment should be
taken and signed when the work begins in the chapter facility.




                                                                                                    76
HOUSE DIRECTOR

Introduction

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

Hiring a House Director

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

Effects on Chapter

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

Qualifications

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

1. Experience with college-age people.

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

3. Ability to manage the kitchen operations (if applicable) in chapter‘s where this is considered one
   of the functions of the house director.

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

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

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

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Supervision

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

Methods of Securing Applicants

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

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

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

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

Methods of Considering Applicants

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

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

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

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

4.     After the personal interviews, a thorough examination of the background of the applicants
       should be made, looking into their references and making inquiries into other sources which
       may disclose pertinent facts. If the university requires a house director, they may assists with
       reference and/or background checks.

5.     After a decision has been made, the applicant should be notified of her selection and a
                                                                                                       78
       contract signed. It is suggested that a letter be sent to him/her, outlining his/her specific
       duties and responsibilities.

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

The Role of the House Director

Respect:

In determining the relationship of the chapter to the house director, the first thing to remember is that
he/she deserves the respect of the members. He/She should be accorded the respect that any person
should give to his own parent, for the house director serves as a vital caring individual for each
member of the chapter.

Courtesy:

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

Living Quarters:

The living quarters of the house director should be made comfortable and attractive. They should be
private and large enough to permit her to entertain guests much as she would in his/her own home.

Social Customs:

The house director sets the social tone of the chapter, and it is largely through her efforts that
members become acquainted with proper social customs and acceptable table manners. Since by
his/her example alone she provides instruction for chapter members, he/she should familiarize
herself with social customs. The chapter should place at him/her disposal any reference material by
which she may become better acquainted with cultural aspects of Delta Tau Delta.

Advising:

Chapter members should feel free to consult the house director concerning their personal problems
and to seek his/her advice. She shall treat such conferences with the greatest confidence and regard
such service as an important aspect of his/her job. These consultations, however, are purely
voluntary. The house director knows better than to force his/her advice upon an unwilling subject or
to pry uninvited into personal matters.

Favoritism:

The house director must remain at all times completely impartial. He/She must never become
                                                                                                       79
committed to the position of favoring one member over another, one group of members over another
group. The officers of the chapter should receive no more of his/her attention than should any other
member. Ill feelings and factionalism can be the only result of favoritism. Herein lies one of the
most common dangers of the house director system. The house corporation should bring home to the
house director this point of impartiality, making hisher conscious at the outset of its importance.

Chapter Administration Is Not His/Her Problem:

The administrative problems of the chapter are out of the scope of the house directors authority.
Their solution is a matter belonging solely to the members of the chapter. He/She may be able,
however, to give valuable advice to the pledge education committee regarding treatment of social
customs in the pledge education program; he/she may be consulted by the rules committee when the
house rules are being made. Gestures of this nature will help to strengthen the feeling he/she has for
the chapter, making her know that her efforts are wanted and appreciated.

Organization:

The Delt house director should take an active part in the house directors club on campus and in all
other associations in which her participation will benefit the chapter and the Fraternity. He/She
should serve as an active member in the Delt mother‘s club. If such an organization does not exist,
he/she might undertake to organize one. The house director must be a joiner if he/she is to fulfill her
public relations function, one of the most important functions he/she can render to the chapter.

Mother’s Day:

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

Special Occasions:

The house director should arrange social gatherings, with the cooperation of the social committee,
honoring special groups or commemorating special occasions. Some house directors, for example,
plan and give a special dinner honoring the seniors in the chapter, a dinner for the benefit of the new
pledges, and a dinner honoring the incoming and outgoing chapter officers. The house director may
want to see that cards are given to honor each member and pledge on his birthday.

Recruitment:

The house director plays an important role in rushing prospective members for the chapter.
Prospective members should be introduced to him/her whenever they are brought to the shelter.
His/Her reception of the prospective member will immediately place the chapter in a favorable light.
The new house director should be informed of the part he/she will be expected to play in
recruitment, and the techniques of recruitment should be made known to her.

Alumni Relations:

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

Guest List:

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

Kitchen Management:

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

Service:

The service contributed by the house director will be directly proportionate to the co-operation,
respect, and affection shown for him/her by members of the chapter. He/She is their parent away
from home. They should treat him/her accordingly.




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RESIDENT ADVISORS
The involvement of responsible, older adults with Delta Tau Delta‘s undergraduates provides
valuable support and direction. A resident advisor helps establish a healthy living environment that
provides members a ―home away from home.‖ While it is not required that a resident advisor be a
college graduate, understanding and firsthand knowledge of higher education and of young adults
are important. Desirable personal characteristics include being able to keep an active pace, good
judgment, tact, patience, a sense of humor, an objective viewpoint, and the ability to be a good
listener and to relate with students.

While it should go without saying, when selecting a resident advisor be certain to determine that the
candidate is free of alcohol or other drug dependencies and is in good physical and mental
health. A resident advisor is a role model to chapter members, and an ambassador to the
college/university, alumni, parents, and other guests.

Goals

A resident advisor serves in an advisory capacity, aims to develop a friendly relationship with
members, works with the student officers and house corporation, helps plan social programs for
alumni and parents, assists with financial management and operation of the chapter‘s meal plan, and
supervises operation of the kitchen, cook, and kitchen assistants.

Responsibilities

    Well-acquainted with each member of the chapter.

    Serves as a resource to members and refers students to professional support as needed.

    Reports unusual and/or significant behaviors or incidents to the appropriate authorities.

    Encourages development of responsibility, integrity, and decision making.

    Official host of the living group to parents, alumni, and guests.

    Assists with the education and development of etiquette and interpersonal skills.

    Meets individually with staff members of the Greek life office.

    Attends house corporation meetings as requested.

    Attends executive committee meetings as requested.

    Assists during major campus events such as open house, recruitment, parents‘ weekend,
        homecoming, alumni events, etc.

    Additional responsibilities as negotiated by the house corporation.



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Living Arrangements

Resident advisors are required to live in the chapter facility. The resident advisor‘s living quarters
generally include a small sitting room, bedroom, and bath. Most are located away from the main
house traffic.

Term of Service

The term of service is for one academic year, renewable annually. A resident advisor should not
accept or be granted a position unless planning to remain for the entire ten-month period as
negotiated with the house corporation.

Salary and Benefits

The position is for a ten-month period (usually August 15 to May 15). Salaries are established by
each group in terms of specific responsibilities and may vary considerably. ($12,000.00-$20,000.00)
is the average compensation for housemothers/directors on many campuses.) Compensation, which
includes room and board, should be consistent with current minimum wage standards. Taxes on
room and board are not required. Specific duties and terms of the agreement are specified in each
individual contract, signed between the resident advisor and the house corporation.

Note: Resident advisors in graduate school are generally not given a salary. Typically, salaried
resident advisors are housemothers.




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Communicating with Parents
An important ally for house corporations are parents of their tenants. Many parents of undergraduate
members are directly involved, and certainly interested, in the academic and social lives of their
children; they have been intimately involved at every step of their son‘s growth and development. In
addition, many undergraduates members would welcome the involvement of their parents and
recognize the true sincerity and commitment demonstrated by them. (From Theta Xi Fraternity Parent‘s
Association Manual)

Sample Letter to Parents
September 23, 2008
Parents of Peyton Manning
1234 Anystreet
Anytown, NY 12345

Dear Mr. and Mrs. Manning:

On behalf of the Alpha Alpha House Corporation, I am excited your son chose our chapter. Alpha Alpha was
founded at the University of Whoville in 1923 and since that beginning, more than 1200 men have called
Alpha Alpha home. As a new pledge, Peyton will meet new people, experience new things, and learn about a
wonderful organization – Delta Tau Delta. Peyton made a great fraternity choice!

Peyton has joined a chapter with rich tradition and a history of excellence on campus. Our chapter excels
academically finishing among the top three fraternities for the past ten semesters. A chapter fact sheet is
enclosed which documents the awards our chapter has earned during this period of time. I‘ve also enclosed
the chapter academic performance history in relation to the Greek and university community. Alpha Alpha
also is competitive on the intramural field and chapter members can be found in a variety of campus
organizations.

During recruitment, your son took a tour of the chapter shelter – or house. As President of the local house
corporation, I work with other members of the corporation board to manage the shelter. The shelter, located
at 111 Football Ave, has been owned by the Alpha Alpha House Corporation since 1927, four years after our
founding. Although Peyton will be living in a residence hall during his first year at school, he will be
required, per chapter by-law, to move into the shelter his second year. Our chapter does require four
semesters of shelter residency to maintain good standing as a chapter member.

Next time you visit campus, please have Peyton bring you by the shelter. Although I live in town, I‘d be
happy to arrange to have one of our local house corporation directors give you a tour. Our shelter boasts an
outstanding meal program and I invite to join the members for dinner. We are undergoing some ongoing
maintenance issues, primarily with the roof and bathrooms, so you may notice construction work during the
early part of the semester. All of these projects will only enhance the living experience for Peyton.

Enclosed is a breakdown of current chapter costs. You will notice room and board charges for this year. Our
room and board rates are very competitive compared to other Fraternity houses and university dorms. You
can expect a 3-5% increase next year in these costs. If you have any questions about these charges or
questions about the shelter, please contact me or chapter advisor Edgrin James. Edgrin‘s contact information
is: james.E@net.net or (222) 444-5566.




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It is always thrilling to welcome to men to our brotherhood, it is equally gratifying to welcome their parents to
our fraternity family as well. Please don‘t hesitate to contact if I can be of any assistance. I hope to meet you
soon.

Sincerely,

Marvin Harrison, Whoville ‗76
President, Alpha Alpha House Corporation
Delta Tau Delta Fraternity
mharrison@yahoo.edu
(222)333-4455

Parent Letter Notes

    1.       Make sure letter is sent to appropriate person(s). Does the pledge have a guardian vs.
             parents? Are both parents still living? You should adjust heading appropriately. This
             information can be found on the Report of Pledging card.
    2.       Letter could be from the chapter advisor and house corporation. Choose the style that
             best fits your advising situation.
    3.       Be forthright. If the shelter is in disrepair, talk about it in terms of what you/the house
             corporation are doing about it. Don‘t hide from problems – they will be found out.
             Don‘t oversell the shelter either. That will be obvious if parents visit.
    4.       Remember: it is often the case today in fraternity recruitment that we must also recruit
             and sell parents on the fraternity experience.
    5.       Parents like knowing that ―adults‖ are ultimately in charge. Let them know who you are
             and that you provide oversight to the shelter.
    6.       In the letter, mention the great things the chapter is doing. If there are challenges,
             mention those as well – in most cases, the parents already know or will find out.
    7.       If there are requirements (i.e. living in the house), mention it in the letter. Avoid
             surprises if possible.
    8.       Consider parents your allies in the bill payment/collection process. Mention fees, bills,
             and due dates in all correspondence. The more parental outreach, the better.

Other thoughts:

The house corporation may want to sponsor a parents barbeque or other event early in the year to
showcase the chapter and shelter. Remember: although young Peyton may move into the chapter
house, his parents, if they support you, can have a tremendous impact on his willingness to meet his
contractual obligation AND pay his bill in a timely manner.




                                                                                                              85
Professional Property Management
Hiring a professional property management company can help increase the appearance of the
facility, control the amount of deferred maintenance on the property and give the house corporation
the opportunity to focus on mentoring the undergraduates rather than fixing toilets.

What will a property manager do?

      Collect rent from tenants
      Manage tenant leases
      Manage Security / Damage Deposits
      Room check-in and check-out inspections
      Common area inspections
      Assess the building for roof, mechanical or structural repairs and then work with the house
       corporation to budget for the repairs
      Hold the chapter accountable for their maintenance duties
      Provide timely customer service to the tenants
      Process and conduct evictions
      Reduce variable expenses
      Improve parent relations
      Improve alumni relations
      Improve Chapter and House Corporation relations
      Assess the proper market rental rates to keep rates competitive
      Achieve high rental collection rates

Of course, the house corporation will decide what specific functions they want the property manager
to handle. All or some of the list above. The house corporation should be prepared to discuss
specific duties when talking with a prospective property manger




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How much does a property manager cost?
Do not base your decision on price alone. Property management companies typically charge
either a % based fee, in the range of 6-10% of the total gross annual rent collected or a flat fee,
typically $400-$600 per month depending on size of facility and the scope of their duties.
Property managers normally achieve at least a 90% collection rate. This collection rates is
probably higher than your house corporation‘s collection rate. The increase in collections alone
will likely pay for the property manager's services. In addition, vendors and contractors are more
price competitive when dealing with an established property management company, with whom
they would like to have a long-term business relationship. As well, some insurance companies
offer discounts on property insurance if a professional management company manages the
facility.

How do I find a professional property manager in my area and what do I need to look for
in a management firm?
To contact a professional property manager in your area, consult the yellow pages, ask others
who own commercial real estate, or talk with the facilities department at the University to ask if
they have any recommendations. If you are able to convince the house corporation of another
fraternity to hire the same property manager it may help you to defray some of the costs.

Ask local real estate professionals for referrals of management companies they believe do good
business. Look for a manager whose office is located close to your facility, and that manages
similar types of properties. Ask the management company for references and what type of
priority they are going to give your facility in respect to other properties they manage. We
suggest you interview at least three different management firms before making your decision.
Once you select a property management company, always have a comprehensive written
contract between your House Corporation and the firm.




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Sample House Rules
An important element in keeping the property in good shape is the undergraduates conduct while
in the facility. The following is a list of sample house rules.

 All members are expected to act as gentlemen. Respect and care should be shown at all
   times towards guests and all members. Each member is responsible for the conduct of his
   guest.

 The house and furnishings will be utilized by the members and their guests in a manner
   consistent with the purpose for which they were designed.

 No illegal drug use will be permitted on the property.        This is grounds for immediate
   expulsion by the house corporation.

 Articles will not be taken from a room without the owners consent.

 Knock before entering an individual‘s sleeping quarters.

 Individuals will be charged 150% of the cost to repair damage caused by them to the facility.
   Damage that is not attributable to an individual shall be billed to all chapter members
   security deposits.

 Quiet hours will be from 11 p.m. until 8 am Sunday evening through Friday morning.
   During quiet hours radios and stereos may be played at a level not to be heard outside of that
   room. Violation of quiet hours will result in a fine determined by the standards committee.

 At any time day or night, any person who is studying may request the volume to be lowered
   and that request will be honored.

 Eating is permitted in the dining room only. All trash, crumbs, etc. will be cleaned up
   immediately after eating. All dishes, pots, pans, silverware, etc. will be washed, dried, and
   put away immediately after eating.

 No one is allowed on the roof. Violation will result in a fine from the standards board and
   possible expulsion.

 All members will participate in keeping the house clean. Assigned house duties are to be
   done by Noon on the day they are to be completed. Failure to do so will result in a fine from
   the standards board.

 Alcoholic beverages are highly recommended to be banned from the common area at all
   times except when events are appropriately registered or approved. Only people who are 21
   or over may consume alcohol on the property and in the privacy of their own room. Alcohol
   free housing is not across the board policy in Delta Tau Delta, however, members must abide
   by state and local law with regard to the consumption of alcohol.


                                                                                                 88
                                  House Corporation Rules
                                        (Revised December 2006)
                Based on Gamma Pi House Corporation – Iowa State University

An important element in keeping the Shelter in the best condition is the undergraduates (UGs)
conduct while in the house. The following is a list of the House Corporation‘s (HC) rules:

   1. UGs shall not make any alterations or modifications to their rooms or to the shelter
      without the HC consent.

   2. UGs shall not paint their rooms or any part of the Shelter without the HC‘s consent.

   3. UGs shall maintain their rooms and the rest of the Shelter in a clean and orderly
      condition.

   4. The house and furnishings will be utilized by the members and their guests in a manner
      consistent with the purpose for which they are designed.

   5. Individuals will be charged 150% of the cost to repair damage caused by them to the
      Shelter. Damage that is not attributable to an individual shall be billed to all chapter
      members‘ security deposits.

   6. UGs shall not maintain any pets or animals upon the premises without the consent of the
      HC. Visitor‘s pets or animals shall not be allowed. UGs may not board any pets for any
      length of time without HC‘s consent.

   7. Waterbeds or other flotation sleepers shall not be used in or on the premises.

   8. No changes in any fixtures or wiring to the premises shall be permitted without the HC‘s
      consent.

   9. For safety reasons, no one is allowed on the roof of the Shelter.

   10. For safety reasons, the attic is to be used for storage only. No one is allowed to use the
       attic for studying or sleeping purposes.

   11. UGs cannot tamper with or turn off the fire alarm system or tamper with any fire
       extinguishers. If the fire alarm system becomes inoperative, the House and Grounds
       person will take immediate corrective action. If e cannot activate the alarm system, he
       will immediately notify the House Corporation.

   12. When an UG moves into a study room, he must make an immediate inspection for any
       damage. If there is any damage, he must report it to the House and Grounds person for
       corrective action. Likewise, when an UG vacates a room, he must have the House and
       Grounds person or Property Manager inspect it for any damages.

   13. No one is allowed to smoke in the Shelter at any time.


                                                                                                    89
   14. Sidewalks and the driveway/parking lot shall be kept free of ice, snow and debris, and in
       a safe condition.

   15. At the end of the school year, UGs are to leave their rooms, all common areas in the
       Shelter, and parking lot clean. UGs are to store and secure any personal effects locked in
       the chapter room for the summer.

   16. The Chapter President and the House and Grounds person will control the use of the
       elevator.

   17. All members are responsible to keep the Shelter properly cleaned and maintained.

I understand that failure to follow these rules may result in loss or suspension of one or more of
my privileges. In case of serious or repeated violations, this may include being asked to live
elsewhere. I recognize that the rules stated above are for everyone‘s mutual benefit and are
intended to enhance the quality of the Delt living experience. I subscribe to the values embodied
in them.



Dated: __________________          Printed Name: _______________________________

                                  Signature: ___________________________________




                                                                                                     90
Opening the House in the Fall
The time before students move into the property is important as the appearance of the chapter house
will help dictate how the students treat the property. A property that is clean and well-maintained
will be treated better by students than a property that already appears in disrepair. The following
checklist should be reviewed by the house corporation before undergraduates move in for the fall
term. Make sure that the boiler, sprinklers, and all other items that need to be inspected have been.
Make sure the certificate of occupancy is in order. And, meet with the executive board and the
undergraduate house manager to review the rules for the property.

Your primary duties are to ensure that the property is well managed and well maintained. Following
a protocol of procedures will help ensure the smooth operation of the property. The key event that
sets the direction for the operation of the facility is opening the house each year. The main task is to
organize and schedule the jobs that will be done to open the house. The best way to accomplish
these jobs is through the use of checklist.
Opening the Chapter House
      Property inspection complete.
      Signed lease agreements are collected for all tenants.
      Signed membership agreements are collected for all tenants.
      Damage deposits are collected for all tenants.
      Keys are on hand for disbursement.
      Meet with all chapter officers to review rules for year.
      House rules and chapter standards are posted.
      Safety rules and emergency procedures are posted.
      All equipment is in working order.
        HVAC/Boiler is operational.
        Appliances are operational.
        Plumbing is operational.
        Electrical system is operational.
        Telephones are operational.
      House is clean and ready for occupancy.
      Cleaning supplies are stocked.
      Lights are operational inside.
      Lights are operational outside.
      Grounds maintenance is complete and house is serviced by exterminator.
      Personnel are hired and scheduled. (If applicable)
      All safety equipment is checked and in working order.
        Exit lights are operational.
        Fire extinguishers are operational.
        Sprinkler system is operational.
        Additional fire suppression system in kitchen is operational. (If applicable)
      Health inspections are complete.
      Fire inspections are complete.
      Summer repairs and projects are complete.

      Regardless if your water was shut off for the summer, turn your water on and let it run for
       awhile. Inspect all faucets, under sinks, showers, toilets and piping for leaks. If you have a ny
                                                                                                      91
       exterior water spigots, let them run for a while and listen/feel the interior of the wall for any
       possible leaks. You may have to let the water run for a minimum of five minutes.

      Consider installing exterior door locks. This would be a good time to start having the
       entrance to your shelter locked at all times. There are several different options to consider:
           o keyless entry card slide
           o combination key pad
           o regular key tumbler lock
        A locksmith can take a regular key lock tumbler when you unlock the door and remove the
       key the door would allow it to return to a locked possession. Keep in mind you should be
       able to exit the building easily in an emergency. You may also want to install a wireless door
       bell.

      If you had few men living in the shelter this summer, or it was closed, check with your
       water/sewage company for any possible adjustments or credits you may be eligible for.

      Prior to students moving back in, have the rooms ready…set the standards. Lead the men the
       direction you want them to go.

      Room Check In – This should be done by a member of the house corporation using a
       standardized check-in form. Residents need to know they will be held accountable for
       damage and the move-out condition of the room

      Perform the health and safety inspection and review the preventive maintenance checklist.

      Review your most recent property insurance inspection and Central Office report from the
       consultant. These may remind you of some suggestions to improve your shelter and chapter
       throughout the next year.

When the undergraduates are moved in and settled, encourage an open house for alumni, friends,
family, university, and neighbors. This would build on current relationships and create positive
energy.

The beginning of the year is a good time for the chapter leadership and the house corporation to
review shelter policy and procedures. Once the house corporation meets with the chapter officers,
an all-shelter meeting should be held to review the following:

      Review the current lease with the members living in the shelter. Remind them of the rent
       obligation, due dates, expectations and damage charges. If you do not have a lease with
       individual tenants, now is a good time to start one.
      Charge a security deposit. Review your current policy on security deposits and how you‘re
       going to implement it. A security deposit is for damages at the end of the lease term, not for
       current or delinquent accounts. You may choose to review each deposit at the end of the
       lease term or at the time of departure.
      Damage charges to the shelter should always be paid by the men within 30 days of the
       notification, unless some other arrangements are made. If someone damages the shelter, they
       should pay for the repair. If not, the entire chapter will typically pay.
      Do periodic, unannounced shelter inspections, and follow through with any findings.
                                                                                                     92
   House rules and expectations. Quite hours, guest policies, meal plan rules (if applicable),
    social policy reminders, etc.




                                                                                                  93
Winter Break Checklist
Over the past nine years (1999-2008) our insurance company paid out more than $2,500,000 in
claims mostly due to FROZEN PIPES, FIRE, and VANDALISM. Many of these claims may have
been preventable. To avoid future claims, make sure the house is adequately prepared for winter
weather.

When preparing for colder weather, it is advisable to

    Routine maintenance completed on furnace/boiler
               HVAC Contractor:
               Date Completed:
    Furnace on and thermostat set at or above 60 degrees
    Make sure all hoses are removed from exterior water spigots/faucets
    Drain water lines in lawn sprinkler system where appropriate
    Open the indoor faucets slightly to allow water to trickle, moving water does not freeze as
     easily
    Leave the doors to cabinets that contain water lines open, this will allow heat to enter the area
    All rooms inspected and non-essential appliances and electronics have been unplugged
    Caretaker selected or hired to complete daily inspections:
            Name:
             Telephone #:
    Caretaker required to walk-through the house daily to confirm no loss has occurred, furnace
     is operating, premise is secure and all walking areas are free of ice, snow, and debris which
     may create a hazard
    Caretaker provided with:
           1. A Master Key
              The key should allow access all areas of the house including individual rooms. This
              will enable efforts to deal with situations in a timely and efficient fashion.
           2. Alumni/House Corporation Contact
              Name:
               Telephone #:
           3. Emergency Response Contact
              Name:
              Telephone #:
           4. Insurance Claim Reporting Information
              Insurance Company or Agent:
              Policy #:
               Claim Reporting #:


                                                                                                   94
 Chapter house is securely and all necessary valuables are locked
 Contact the local police department or campus security to check on the chapter house
  periodically
 Chapter house thoroughly cleaned prior to extended break, confirmed heat registers are not
  blocked, combustible materials are safely stored (Not next to or in the same room as the hot
  water heater and HVAC system!), and all perishable foods are removed
 Windows have been inspected and all broken glass repaired
 Exterior doors are well insulated appropriately, close and latch completely
 Inspect the hot water heater and exposed water lines and drain pipes for slow leaks
 Downspouts are attached and secured with extension from foundation, preventing water
  damage
 Clean gutters and downspouts to ensure proper roof drainage, improper roof drainage can
  cause ice damning to occur, which can cause interior water damage
 Make sure downspouts do not drain onto the driveway, sidewalks, or patios and fully
  displace water away from foundation and other walking areas
 Exterior of chapter house cleaned and security/safety lighting checked
 Fireplace and chimney serviced, cleaned and checked for defects or debris
 Tenant‘s rooms checked for the following:
   Unnecessary damage, any damage discovered should be documented
      All nonessential appliances and electrical devices unplugged
      Heat registers are not blocked by personal belongings
      Suite door is locked for security




                                                                                             95
PREPARATION FOR THE HOLIDAY BREAK
There are three areas we must attend to when leaving for winter break. They are FREEZE, FIRE
and VANDALISM. Not only would the local chapter or house corporation be responsible for paying
the deductible of $10,000 for damage resulting from frozen pipes and vandalism, there is also a
significant inconvenience for the chapter members when they return and find their belongings
damaged. Please note: The chapter‘s insurance does not cover an individual member‘s personal
belongings.

DO YOU HAVE INSURACE COVERAGE?
Chapter members living in the shelter need to carry personal renter‘s insurance or personal contents
insurance. Your parents‘ homeowners‘ insurance coverage may cover your personal property.
Review their policy to determine if this is the case.

HIRE OR ASK SOMEONE TO CHECK ON YOUR PROPERTY
The Fraternity highly recommends that you appoint or hire someone to walk your property, inside
and out, the moment the last person leaves for the break. This inspection assures that all exterior
windows and doors are shut and locked. A daily walk through checks to make certain the heat is on
and the property is secure. Provide this person with local emergency contact numbers, including
those of the house corporation contact and the Central Office. Who might assume this
responsibility: a member living in the general location of the shelter; the chapter advisor, a member
of the house corporation, or another alumnus. Make sure they understand this inspection must occur
on a regular basis.

BEFORE YOU LEAVE…
The following items as shown below would be guidelines to follow. If you have any suggestions to
add, I would appreciate hearing from you, as we share knowledge to build a stronger team.

      Set your furnace for no less than 60 degrees. DO NOT SHUT OFF YOUR FURNACE.
       For older heating systems, it might be a wise investment to have your furnace inspected.
      If no one is staying at the house, SHUT off the main water supply. DO NOT shut your
       water off if you have a sprinkler system. When turning water back on, inspect all areas to
       ensure a new leak has not developed. Open all faucets to allow any water to trickle out.
       Open cabinet doors that contain water lines – warm air can circulate around these pipes.
      Inspect your hot water heater for possible leaks. If you notice small amounts of water and
       you‘re sure it‘s not a pipe joint leaking, it is possible that the water tank seam has started to
       open. This could be the beginning of a very serious problem. When seams start to leak, they
       may not give you notice before releasing 120 gallons plus of water. Don‘t delay repair or
       replace.
      Be sure to unplug unnecessary appliance and equipment in common areas and in
       individual rooms. This would include, but is not limited to: portable heaters, electric
       blankets, hair dryers, stereos, microwaves, televisions and computers. Make sure each
       brother does this prior to departing for home.
      Clean the chapter house before the break. Make certain items are not blocking the heating
       system and registers. Empty all trash, clean the refrigerator and defrost if needed.
      Inspect your inside and outside common lighting.
      Close all window coverings.

                                                                                                      96
   Hire or appoint someone to keep your sidewalks clear of snow or ice to prevent
    accidents.
   Store valuables, keeping articles out of sight.
   Make sure all doors/windows are shut and locked. Many members are in a hurry to get
    back to their family and friends. They forget the simple things.
   The house manager should inspect the common areas and individual rooms prior to
    leaving. Is everything unplugged? Doors locked? Trash picked up? Etc.
   Have the post office hold the mail or have someone pick it up.




                                                                                          97
Recommended Holiday Decoration Fire Safety Guidelines
1.    Cut or life trees are not recommended for use in Delta Tau Delta shelters. If, a life or
      cut tree is used, the following guidelines are highly suggested.

         Place tree in an appropriate tree stand.
         The water level must be checked daily.
         Loose needles and other debris must be removed from the tree before it is displayed.
         Should the fresh tree dry out, as evidenced by falling needles, remove it from the building
          immediately.
         The tree should not obstruct any corridor, exit doorway, or other means of egress.
         The tree should not be located near any heating vent or other heating device which could
          cause the greenery to dry out prematurely.
         Only non-combustible trimmings are recommended.
         Prior to departure for holiday break, all trees and holiday decorations should be removed
          from the shelter.

2.    Artificial Holiday Trees

      Artificial holiday trees must bear Underwriter‘s Laboratory (UL) listing labels for fire
      resistance.

3.    All holiday lighting sets should bear UL listing tags. Lighting set guidelines are as
      follows:

         All lighting sets should be physically examined before use to detect frayed wiring and
          other conditions which might create a shock or fire hazard. Defective sets must be
          discarded; sets showing evidence of repair should not be used.

         Lighting sets may be utilized on artificial trees, or placed around room windows.

         Lighting should never be in contact with draperies, paper, or combustible decorations.

         All electric lighting sets should be removed from the resident rooms and shelter when
          departing for the holiday break.

 4.   General Decoration Regulations

         Only heavy-duty extension cords should be used for decorations.

         Use power strips with a fuse or circuit breaker – not multi-plug adapters – if there are not
          enough outlets for electrical cords.

         Do not route electrical cords under doors, rugs, or loose carpeting.

         Lights and extension cords should be unplugged at the end of each day.


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   Do not attach or hang from sprinkler heads or sprinkler system piping decorations as this
    may damage the sprinkler system.

   All decorations should be kept away from exit signs, fire alarm devices (pull stations,
    smoke and fire detectors, etc.), and fire extinguishers and emergency and normal light
    fixtures. Exit signs and emergency lights must not be obstructed in any way.

   Avoid the use of candles in shelters. Particularly avoid candle use associated with
    holiday decorations. Electric light Menorahs are permitted.

   Combustible party decorations, gift-wrappings, etc. must be disposed of promptly after
    use in the dumpsters provided outside of the residential buildings.




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Preparing the House for Spring
   Service air-conditioning system

   Paint shelter exterior – as appropriate

   Administer insect and weed control.

   Fertilize lawn.

   Prepare lawn equipment for lawn care responsibilities.

   Change furnace filters

   All timers for common lighting should be adjusted for spring operation.

   Laundry vents should be thoroughly cleaned.

   Check door and window seals – repair as needed.

   Prepare/install window screens.

   Inspect roof.

   Clean drapes and carpets.

   Clean and store snow removal equipment.

   Clean attic.




                                                                              100
CLOSING THE SHELTER FOR SUMMER
OVERVIEW

Most insurance claims during the summer are related to THEFT, VANDALISM, FIRE or WATER,
AND WIND/HAIL DAMAGE most are preventable!

Please review the information, delegate responsibility, have your team sign off as to whom and when
it was completed, and create a filing system for your documentation.

The following items shown below are guidelines to follow. If you have any suggestions to add,
please send to Director of Residential Life, Andy Longo.

CLOSING THE SHELTER FOR THE SUMMER

        Securely lock the property and limit access to only designated alumni or undergraduates.

        Inspect each room to assess damages and charge security deposits accordingly.

        Plan for any summer events
                 o Lawn/garden care, mow, fertilize
                 o College/University orientation days
                 o Alumni gatherings
                 o Property improvements; paint, caulk, repairs, etc.

        Trim overgrown vegetation away from windows and doors.

        Have a roofing contractor inspect the roof and repair any immediate concerns.

        Clean and inspect all roof drains and gutters.

        Repair all broken doors and windows.

        Inspect and repair all exterior lighting, outside lighting is a deterrent of trespassers.

        General/cleaning
                o Remove ALL trash and garbage, carpet remnants, broken furniture, etc…from
                    the shelter and grounds. This includes the dumpster area.
                o All outside items stored, removed or trashed
                o Entire shelter cleaned
                o Refrigerators/freezers cleaned, unplugged and doors left opened
                o No food left in rooms or common areas
                o Stoves, ovens, hood range cleaned thoroughly

        Be sure to unplug all unused appliances and equipment

        Empty fish tanks (don‘t forget the fish!)
        Utilities (you may want to have service placed on vacation or turned off)
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           o Cable and/or internet service.
           o Water, ONLY if you DO NOT have a sprinkler system.
           o Phone, ONLY IF THEY ARE NOT USED IN CONNECTION WITH THE
             SECURITY/FIRE ALARM SYSTEM

 Remove all personal items.

 Close all curtains and blinds.

 Inspect all locks, doors windows; make sure the building is secure. Change or add locks
  if needed.

 Inspect all exterior lighting and set timers.

 When not in use, remove all hoses and store in an appropriate place, preferably inside
  facility.

 HVAC system serviced

 Have someone, preferably an alumnus, check on the property throughout the summer.

 Is mail accumulating indicating that house is vacant? Is any of the mail house
  corporation business?

 Is the house being prepared for fall occupancy? Is it clean, safe, and presentable to
  tenants AND parents?

 Complete property inspection – inventory equipment, furnishings, etc. This should have
  been completed soon after the house was closed or school was over.

 Has trash accumulated around the exterior of the house? Remove and dispose of lumber,
  mattresses or other debris outside the facility, especially near the dumpster. These items
  are an open invitation to arsonists & vandals. Keep in mind that the house still represents
  Delta Tau Delta during the summer.

 Inform the host institution (university/college) as to whether the residence will be
  occupied or not and provide proper contact information for the facility.

 If members will be attending school and living in the facility over the summer period
  have each sign a housing agreement, specific to the summer period. If the appropriate
  officers will not be living in the facility, appoint someone to oversee daily maintenance,
  collect rent and pay bills. Consider hiring a professional property manager to work in
  conjunction with a resident manager

   A consistent daily presence will deter thieves and vandals. Hiring a professional
   property management company is strongly recommended.



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       If you don‘t have a responsible person living in the shelter as a care taker, the Fraternity
       highly recommends appointing or hiring someone to walk the property inside and out, the
       moment the last person leaves. This inspection assures all exterior windows and doors are
       shut and locked. Also, a frequent walkthrough to make certain the property is secure is
       essential. Provide this person with local emergency contact numbers, including those of the
       house corporation contact and the Central Office.

WHAT ARE THE BENEFITS OF BEING PREPARED FOR SUMMER BREAK?

    You can avoid the expense and the time associated with an insurance claim as well as
     restoring the area damaged.

    A large loss can risk losing your tenants for the fall due to an uninhabitable house.

    Water Damage, when left unaddressed, combined with heat and humidity can lead to mold
     growth. Your policy limit for this is $15,000 per year.

    Protect your legacy and history from thieves and vandals. A price can be put on everything
     except sentimental value.

FPMA Loss History

If you examine the loss history of FPMA (Property Insurance Program), it is easy to see why
summer break preparation can make a big difference. In reviewing the claims history since 2000,
here are the simple facts:

    Since April 1, 2000 $5,291,431 has been paid out on losses during the four month period of
     May through August. This represents 30% of all payments from April 1, 2000 to April 1,
     2005.

    Each year, fire has been the leading risk factor with the majority of the serious fires
     occurring during summer break. In fact, in the summer of 2003, $1.3 Million dollars were
     paid in claims due to fire in chapter facilities occupied by members. In all the fires, the
     common denominator was lack of leadership and organization with the chapter.

    Vandalism is the second leading cause of truly preventable loss. Since April 1, 2000
     nearly $400,000 has been paid out due to vandals entering an unsecured chapter facility.

Only one peril category on the list is truly unavoidable, that being wind/hail. Due to an increase in
named storms and natural disasters, unfortunate loss in this key category has more than doubled
recently. However, the risks and resulting claims from wind/hail often occur to the roof and structure
of the facility, emphasizing the need to have the facility inspected by a professional on a regular
basis to assure the facility is structurally sound and current damage is repaired.

Most incidents involving water damage could have been minimal if someone had been paying
attention to the chapter house. The plumbing issues creating damage often went unchecked for days,
weeks and even months. As a result, what would have been a few hundred dollars in clean up and a
small plumbing repair turned into a costly claim!
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Housing Standards and Best Practices
The Arch Chapter created the National Housing Committee (NHC) in August 2005. The purpose of
the committee is to advise the Arch Chapter on the current state of Delt housing and how best to
improve the quality of Delt residential life. The NHC was created as an ongoing committee with a
continuing purpose to advise and implement housing strategies to improve Delt housing. The NHC
consists of nine Delt alumni, one industry representative, one staff member and one member of the
Arch Chapter.

Given its charge, the National Housing Committee recommended that the Arch Chapter formally
adopt the attached Best Practices and Minimum Standards as they pertain to house corporation-
owned and managed properties. They are as follows:

       1.   Minimum Facility Standards for House corporations
       2.   Best Practices for Property Maintenance
       3.   Minimum Standards for House corporations
       4.   Best Practices for House corporations
       5.   Fire Safety Policy

By way of adopting these Standards and Best Practices the Arch Chapter would formally
communicate its desire for excellence in Delt housing. The NHC recognizes that while no
constitutional authority currently exists over independent house corporations, there should be a clear
communication of the expectation by the Fraternity that Delt housing should be safe and conducive
to positive Delt and academic experiences.




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Minimum Facility Standards for House Corporations
In keeping with the Fraternity‘s Mission Statement, ―Committed to Lives of Excellence,‖ all Delt
chapters should take the following actions to meet minimum housing standards:

   A. BUILDING FUNCTION

           a. Regularly Inspect the Exterior of the Building for Damage or Leaks
                   i. Roof
                  ii. Walls
                 iii. Windows
                 iv. Doors
           b. Keep all Gutters and Downspouts Clean and Functional
           c. Keep the Basement Free from Water Incursions
           d. Keep all Doors and Windows Secured and in Proper Operating Condition
           e. Have the HVAC System for the Shelter Cleaned and Inspected Annually by a
              Licensed Professional

   B. BUILDING SAFETY

           a. Meet all Federal, State, Local, and Institutional Code Safety Requirements
                   i. Review Annually for Changes
           b. Keep all Windows, Doorways, Hallways, Stairways, and Escape Routes Free of
              Obstruction
           c. Install and Maintain Functional Smoke Detectors in each Sleeping Room, Study
              Room, and at least Two per Floor in Common Areas
           d. Have the Fire Alarms, Sprinkler Systems, and Fire Extinguishers Inspected Annually
              by a Licensed Professional
           e. Install and Maintain Exit Signs and Emergency Lighting
           f. Conduct a Fire Drill at least Once per Semester
           g. Post and Maintain Emergency Contact Numbers by all Exterior Doors
           h. Prohibit the Personal Use of Candles and Incense
           i. Prohibit Smoking in Residential Rooms
           j. Inspect for and Repair any Exposed Electrical Wiring
           k. Regularly Test Switches and Outlets for Proper Function
           l. Prohibit Storage of Combustible Fuels Inside the Shelter
                   i. Lawnmowers
                  ii. Tiki Torches
                 iii. Motorcycles
                 iv. Gas Cans
                  v. Propane Tanks
           m. Restrict Access to the Roof to only Authorized Personnel
                   i. Contractors
                  ii. Inspectors
           n. Ensure Fire Pits are Installed and Maintained according to Local Requirements

   C. BUILDING SANITATION

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     a. Remove all Garbage and Refuse Daily
     b. Inspect and Maintain all Plumbing in Proper Operating Condition
            i. Hot Water Supply
            ii. Cold Water Supply
            iii. Drains
     c. Inspect and Maintain Clean and Properly Ventilated Restrooms
     d. Meet all Federal, State, Local, and Institutional Health Requirements for Kitchen and
        Dining Facilities
            i. Review Annually for Changes
     e. Regularly Inspect the Building for Evidence of Mold
     f. Maintain the Shelter free from Objectionable Odors
     g. Maintain the Shelter free from Insects and Rodents

D. BUILDING APPEARANCE

     a.   Maintain the Shelter Exterior free from Trash and Abandoned Property.
     b.   Regularly Trim Trees and Shrubs to Proper Proportions
     c.   Regularly Mow the Lawn and Control Weeds
     d.   Maintain the Shelter Exterior free from Snow and Ice
             i. Sidewalks
             ii. Driveways
             iii. Parking Lots
             iv. Porches
             v. Fire Escapes




                                                                                          106
Minimum Standards for House Corporations
A. HOUSE CORPORATION ROLES
     a. Identify and prioritize important house corporation issues.
     b. Foster an active leadership role rather than a reactive role with the chapter.

B. FACILITY MANAGEMENT
     a. Present a written fire safety policy and plan to the chapter annually.
     b. Maintain appropriate levels of property, casualty and liability insurance coverage.
     c. Create and use a property inspection checklist.
     d. Conduct written property inspections at least quarterly.
     e. Utilize a qualified/licensed inspector to conduct annual reviews of roof, HVAC, and
        fire safety systems.

C. FINANCIAL MANAGEMENT
      a. Prepare and follow an annual budget.
      b. Collect full rents from the chapter or tenants on time.
      c. Pay obligations on a timely basis.
      d. Set rents at fair-market price relative to the campus and community.
      e. Plan a maintenance reserve fund.

D. BUSINESS OPERATIONS
     a. Prepare and execute a written lease between the chapter and house corporation.
     b. Prepare and execute written housing leases between all tenants and the chapter or
        house corporation.
     c. Review house and house corporation policies, rules, and procedures annually with the
        chapter.
     d. Meet the National Housing Committee minimum facility standards.
     e. Meet university housing requirements.
     f. Obtain applicable inspections and certificates if a kitchen is operated.
     g. Comply with federal and state employment and insurance requirements if employees
        are hired.

E. CORPORATE MATTERS
     a. File an annual IRS Return of Organization Exempt from Tax (Form 990), if
        applicable.
     b. Incorporate the house corporation as a not-for-profit organization.
     c. Verify that tax exempt status has been granted by the Internal Revenue Service, if
        applicable.
     d. Create and follow house corporation by laws.
     e. Verify annually the corporation‘s good standing with the secretary of state.
     f. Strive to recruit and develop a well-balanced board of directors relative to age,
        experience, and background.
     g. Conduct board of directors meetings at least twice per year.
     h. Prepare written reports for all board of directors meetings.



                                                                                             107
Best Practices for House Corporations
A. HOUSE CORPORATION ROLES

     a. Develop a Strategic Long Range Plan for the House Corporation.
     b. Identify Housing Trends and, as Appropriate and Financially Feasible, Incorporate
        them into Shelter Projects and Renovations.
     c. Identify and Prioritize Important House Corporation Issues as They Relate to the
        House and Management of the Facility.
     d. Foster an Active Rather than a Reactive Leadership Role with the Chapter

B. FACILITY MANAGEMENT

     a.   Present a Written Fire Safety Policy and Plan to the Chapter Annually
     b.   Maintain Appropriate Levels of Property, Casualty and Liability Insurance
     c.   Establish and Enforce Check-In/Check-Out Procedures for Members/Tenants
     d.   Create and Follow a Property Inspection Checklist
     e.   Conduct Monthly Property Visual Inspections
     f.   Conduct Quarterly Written Property Inspections
     g.   Utilize a Qualified/Licensed Inspector to Conduct Annual Reviews of Roof, HVAC,
          Plumbing, Electrical, Data/Communications, and Fire Safety Systems

C. FINANCIAL MANAGEMENT

     a.   Prepare and Follow an Annual Budget
     b.   Require Chapter Members or Tenants to Pay all Dues in Full and on Time
     c.   Require Chapter Members or Tenants to Pay all Rent in Full and on Time
     d.   Require Housing/Security Deposits
     e.   Pay Obligations on a Timely Basis
     f.   Set Rents at Fair-Market Price Relative to the Campus and Surrounding Community
     g.   Cover all Tenant Facility-Related Expenses and Uses with Collected Rents.
     h.   Require Chapter Members or Tenants to Pay Full Rent, Regardless of Number of
          Beds Open in Shelter; Divide the Operating Costs and Reserves by Number of
          Tenants
     i.   Plan and Budget a Maintenance Reserve Fund; Rule of Thumb is 10% of Gross
          Revenues
     j.   Perform a Maintenance Reserve Analysis at least once every Five Years
     k.   Prepare a Written Review of the Shelter Capital Needs at least Annually
     l.   Charge Out-of-House Members a ―House Note‖ or ―Parlor Fee‖

D. BUSINESS OPERATIONS

     a. Prepare and Execute a Written Lease between the Chapter and House Corporation
     b. Chapter will Pay Periodic, Lump Sum Rents to the House Corporation
     c. Prepare and Execute Written Housing Leases between all Tenants with the Chapter
        (assuming lump sum payments) or House Corporation (assuming individualized
        payment directly to house corporation)

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    d. Outline Roles and Responsibilities of the Members, Tenants, Chapter, and House
       Corporation Within the Lease
    e. Specify Chapter, House Corporation, or Agents‘ Right to Terminate the Agreement
       and Evict Tenant from the Premises According to State Law
    f. Review Policies, Rules, and Procedures, as well as Annual Goals and Plans, with the
       Chapter
    g. Meet or Exceed the National Housing Committee Minimum Facility Standards
    h. Meet or Exceed College or University Housing Requirements
    i. Include Undergraduates in the House Corporation Operational Process; Invite Key
       Chapter Leaders to Attend Quarterly Board Meeting and Participate in the
       Discussion.
    j. Solicit Recommendations and Identify Needs of the Undergraduates to Better Provide
       a Facility that will be Competitive in Amenities and Offerings
    k. Obtain Applicable Inspections and Certificates if the Shelter‘s Kitchen is Operable
    l. Comply with Federal, State, Local, and Institutional Employment and Insurance
       Requirements if Employees are Hired
    m. Enact Policies and Procedures to Address Employee Issues, if Applicable

E. CORPORATE MATTERS

    a.   File an Annual IRS Return of Organization Exempt from Tax Form (Form 990)
    b.   Incorporate the House Corporation as a Not-for-Profit Organization
    c.   Verify that Tax Exempt Status has been Granted by the Internal Revenue Service
    d.   Create, Follow, Annually Review and Update the House Corporation By-Laws
    e.   Verify Annually the Corporation‘s Good Standing with the Secretary of State
    f.   Recruit and Develop a House Corporation with a Well-balanced Board of Directors
         Relative to Age, Experience, and Background
    g.   Prepare an Agenda for Board and Executive Committee Meetings, Circulating it at
         least Twenty-Four Hours Prior and Allowing for Additions, Subtractions or Revisions
    h.   Conduct Quarterly Board Meetings and Monthly Executive Committee Meetings,
         Supplementing them with Regular Communication via Phone Calls and Emails
    i.   Prepare Updated Written Financial Reports for all Meetings, and Mail an Annual
         Report to all Stakeholders
    j.   Provide an Orientation Program for New and Prospective Board Members
    k.   Develop a Board Succession Plan to Avoid Burnout and Excessive Turnover of Board
         Members
    l.   Have the Chapter Advisor in Attendance at Board Meetings as a Liaison to the
         Chapter Rather than as a Voting Board Member




                                                                                        109
Best Practices for Property Maintenance - Exterior
a. On-Site Manager

      a. Establish and Enforce an On-Site Property Management Program
      b. House Manager Should Not be an Undergraduate Student.
      c. If Finances Prohibit On-Site Management, then the House Corporation should Arrange at
         least Weekly Inspection of the Property
      d. House Director should be Responsible for all Inspections, Maintenance Schedules, and
         Record Keeping

b. Exterior Maintenance - Yards and Grounds

      a. Clear Yard, Parking Lot, Porches and all Exterior Utility Areas (including kitchen service
         entrance of All Litter Daily
      b. Clear Trash Cans and Dumpsters for Pickup with Covers Latched
      c. Dumpsters with Locking Mechanisms are Preferred
      d. Screen Dumpsters and Trash Cans from Street View, if possible
      e. Yard Maintenance should be Provided by a Licensed Professional Yard Service. If a
         Professional Service is Not Financially Possible, Undergraduates may Provide Labor, but
         Should at least be Supervised by the House Manager. Work should Include Mowing, Hedge
         Trimming, Mulching, and Sweeping or Blowing of all Hard Surfaces including Parking Lots,
         Driveways, Sidewalks, Porches, Patios and Equipment Pads
      f. Schedule Yard Service a Minimum of Every Two Weeks
              i. April 1 through November 1 for Northern Climates
             ii. Year Round for Southern Climates
      g. Remove Ice and Snow ASAP following Bad Winter Weather
              i. Parking Lots
             ii. Driveways
            iii. Sidewalks
            iv. Porches
             v. Patios
            vi. Fire Escapes
           vii. Roof (if heavy or extreme)
      h. Have a Licensed and Insured Tree Service Inspect the Property on an Annual Basis
      i. Trim and/or Remove Trees so as to Protect the Structure and Parking Areas. Note that Tree
         Removal Permits are Required in Many Areas
      j. Trim or Remove Trees Shared with Neighboring Property Owners Only With Their
         Permission
      k. Do Not Place Interior Furnishings on the Lawn or Exterior Porches or Patios
      l. Control or Arrange Outdoor Events hosted at the Shelter to Minimize Lawn Damage

      m.   Clean Up Exterior Social Events Immediately Following Completion of Event
      n.   Inspect Parking Lot Signage and Markings at least Monthly and Repair as Needed
      o.   Test Exterior Security Lighting Monthly, Including Photo Cell and Timer Activated Systems
      p.   Remove Inoperable Vehicles from the Property

      q. Utilize Parking Permits and/or Roam Towing Services for Unauthorized or Inoperable
                                                                                       110
         Vehicles
      r. Inspect Fencing Monthly
      s. Remove or Paint Over Graffiti Immediately
      t. Screen Utility Areas from Public View in accordance with Federal, State, Local, and
         Institutional Codes

c. Exterior Maintenance - Main Structure

      a.  Paint Exterior Walls on an As Need Basis
      b.  Have All Painting Done by Professional Painters using Good Quality Products
      c.  Maintain Product and Color Code Records by the House Manager
      d.  Pressure Wash Natural Stone and Brick Walls as Needed
      e.  Inspect, Clean, and Seal Wood Decking, Porch, and Patio Areas as Needed
      f.  Exterior Doors Should be of Substantial Construction for Security Purposes
      g.  Require a Key, Key Card, Key Pass, or Security Code for Entrance to the Interior of the
          Structure to Secure Access
      h. Re-Key Exterior Locks or Change Combinations as Needed, or at least Annually
      i. All Exterior Doors should Close and Lock Automatically
      j. Keep Fire Doors Clear at all Times
      k. Inspect All Doors Weekly and Repair Immediately
      l. Keep All Windows in Good Working Order and Equipped with Locks
      m. Inspect Windows Weekly and Replace Broken Windows Immediately
      n. Repair Large Windows and Sliding Glass Doors (not recommended) with Safety Glass
      o. Replace Entire Window Units. Consider Upgrading to Double Insulated Windows for Energy
          Savings
      p. Avoid the Use of Window Air Conditioners
      q. If Window Air Conditioners are Used, Make Sure that Drainage is Away from the Window
          and Wall Surfaces
      r. Consider the Installation of Audible Alarm, Self-Dialing, and/or Video Security Systems In
          High Crime Locations
      s. Inspect Exterior of the Exterior Doors and Windows Daily if the Structure is Empty During
          the Summer Months
      t. Inspect Storm Shutters Monthly and Repair as Needed
      u. Inspect Rain Gutters and Down Spouts Monthly
      v. Direct Drainage Away from Exterior Walls and Basement Areas
      w. Clear Gutters of Leaves and Debris every Spring and Fall
      x. Gutters Should Not Back Up Water into Roof Eaves or Flat Deck Areas
      y. Inspect Exterior Light Fixtures Weekly and Replace Bulbs as Needed
      z. Consider Replacing Bulbs with Energy Efficient Products
      aa. Consider Photo Cell Switches or Timers for Exterior Lighting
      bb. Consider Motion Activated Lighting at Entrance Points and Parking Areas
      cc. Inspect Roof Structure for Water Leaks from the Attic Space at Least Annually
      dd. Inspect Roof Covering Annually
      ee. Schedule Roof Cover Replacement Based Upon Professional Inspections and Maintain a
          Financial Reserve for the Eventual Roof Cover Replacement
      ff. Restrict Access to the Roof to Authorized Personnel Only

      gg. Avoid Flat Deck Roofs if Possible. Higher Pitched Gable and Hip-Gable Roofs will Last
                                                                                          111
    Longer
hh. Inspect Flashing for Roof Eves and all Roof Openings, Including Attic Vents, Plumbing
    Vents, Chimneys, and Utility Connections Several Times a Year for Damage
ii. Inspect Fire Escapes and Associated Fire Doors Weekly and Keep Clear of Obstructions at
    All Times
jj. Check All Metal Surfaces for Rust and Repaired at least Annually
kk. Check Utility Connections Monthly
ll. All Residents Should Know How to Shut Off the Water Supply Line in Case of Plumbing
    Failure
mm.         Clear Older Sewer Lines on a Periodic Basis, Depending Upon Conditions
nn. Inspect Fire Stand Pipes Annually by the Local Fire Department
oo. Inspect Back Flow Prevention Devices Annually as Required by the Local Utility Code




                                                                                   112
Best Practices for Property Maintenance - Interiors
  A. Interior Maintenance

        a. Establish comprehensive schedule of repairs and preventative maintenance for the
           facility.
        b. Have house director or property manager coordinate janitorial services and repairs
           and preventative maintenance for mechanical systems, plumbing systems, electrical
           systems and the maintenance of all interior finishes and furnishings.
        c. Have the house director or property manager live in the facility or at least visit the
           facility, preferably several times a week.
        d. Establish long term relationships with the service providers, which will assist in
           holding venders responsible for past repairs and upgrades to the facility.
        e. Note that fraternity housing endures a higher level of wear and tear to interior finishes
           in comparison with conventional apartment houses and single family residential
           homes.
        f. Design all interior surfaces, including floors, walls and ceilings, in such a manner to
           facilitate cleaning and repair.
        g. Design ceiling systems to allow access to plumbing, electrical, and fire safety
           fixtures, as well as allow adequate attic space access.
        h. Design public restrooms for high traffic use, such as ceramic tile floors and wall
           covering, commercial grade shower pans and floor systems, floor drains and
           additional waterproofing to contain leaks and plumbing failures to the restroom areas.
        i. Purchase doors and windows of commercial grade and equip with locks in good
           operating condition.
        j. Inspect and maintain all doors and windows on a semester basis. Check fire doors on
           a weekly basis.
        k. Clean all window interiors and exteriors thoroughly at least once a year.
        l. Have a professional janitorial service perform interior maintenance, including all of
           the janitorial services. In cases where professional janitorial service is not an option,
           have the resident house director or manager supervise routine interior maintenance.
        m. Have tenants remove interior trash and litter and conduct general housekeeping on a
           daily basis.
              i.    Remove all refuse from:
                        1. Individual sleeping rooms
                        2. Individual study rooms
                        3. Kitchen and dining areas
                        4. Restrooms
                        5. Public areas of the house
        n. Clean rugs, wall to wall carpeting, and flooring on a weekly basis.
        o. Professionally refinish and clean flooring and window coverings at least twice each
           year.
        p. Heavy traffic areas may require more frequent maintenance.
        q. Clean interior walls thoroughly at least once a year, with a periodic painting
           throughout the facility as required.

  B. Interior Maintenance – Mechanical Systems

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a. Perform a comprehensive inspection of all house mechanical systems at least twice
   each year, preferably before the beginning of each semester.
b. Boiler systems, including circulating pumps and holding tanks, may require more
   frequent inspections.
c. Check and adjust registers of houses utilizing radiant hot water heating systems prior
   to use in the fall and winter.
d. Check facilities equipped with packaged heating and air conditioning systems at least
   twice a year. Check the cooling system in the spring and the heating system in the
   fall.
e. Install HVAC systems to service portions of the house so that the heating and air
   conditioning can be expanded or contracted as needed to help limit the expense
   replacement of these heating and air conditioning systems.
f. Perform energy audit on the facility every several years with emphasis placed upon
   energy efficient improvement options.
      i.    Ceiling and wall insulation
     ii.    Programmable thermostats
g. Avoid use of window air conditioners.
      i.    Lower efficiency ratings
     ii.    Potential water damage to the exterior of the structure
h. Inspect and service ventilation fixtures at least annually, including all of the restroom
   vents and powered attic fans.
i. Check all air filters at least monthly and replace as needed.
j. Check hot water heaters at least annually, including the drainage of sediments.
k. Use gas hot water heaters that have electrical ignition with feed back cutoff devices.
l. Design facilities with several or redundant hot water heaters so that hot water is not
   lost for an entire structure during an equipment failure, if possible.
m. Inspect fire alarm systems as required on an annual or semi-annual basis.
n. Hard wire individual room smoke alarms with a battery backup system and inspect as
   required.
o. Install and operate facilities equipped with a fire sprinkler system in conjunction with
   the master fire alarm panel.
p. Conduct fire safety systems inspections in accordance with federal, state, local, and
   institutional requirements.
q. Repair alarm and sprinkler systems immediately when needed and conduct fire
   watches when the systems are offline.
r. Hard wired phone systems, including central phone panels, are declining in use due to
   advancing wireless technology.
s. Maintain hard line phone service for alarm systems and property management,
   including the manager‘s office and kitchen phone.
t. Maintain a hard wired phone line in the public areas of the house for use in an
   emergency with the 911 system.
u. Conduct a periodic review of the phone line contract to ensure the most economical
   and practical service is being provided.
v. Wire individual sleeping rooms for cable TV or satellite access.
w. Wire individual sleeping rooms for high speed internet access.
x. Have an outside panel where possible so that individual tenants can be directly billed
   for their own internet or television service.
y. Give special consideration to the control and access to converter boxes and other
                                                                                        114
          devices required for service in facilities where cable TV or satellite service must be
          provided by the Fraternity.
      z. Most fraternity houses are arranged with a laundry room supporting several clothes
          washers and dryers. The use of an outside vender is recommended.
      aa. Design laundries to minimize fire hazards and flooding hazards from washing
          machines and dryers. This includes lower floor levels, floor drains and extra fire
          protection.
      bb. Inspect laundry equipment at least weekly.
      cc. Keep a supply of spare parts available for the eventual replacement of various
          mechanical system components when storage space and budgeting allows. This
          includes matching commodes, wall sinks, circulating pumps, air filters and other
          consumable items. This can reduce the repair downtime and may help reduce repair
          and maintenance costs.

C. Interior Maintenance – Electrical and Lighting

      a. Have a licensed electrician perform all electrical work within the facility to meet local
         building codes.
      b. Have a licensed technician perform an annual inspection of all electrical systems,
         including breaker panels and fixtures.
      c. Store all breaker panels and control equipment in locked utility closets with keyed
         access for the property manager where possible.
      d. Do not allow tenants to perform electrical work. This problem usually occurs in
         individual sleeping rooms.
      e. Restrict access to the breaker panels to deter amateur electricians.
      f. Add more built-in electrical sockets to existing electrical systems where possible. In
         recent years, there has been more demand for electrical outlets in the typical
         dormitory and fraternity room. This is due to the significant number of computer and
         entertainment devices used by today‘s student.
      g. Avoid the use of extension cords.
      h. Use multiple plug power strips with built-in breakers to reduce fire risk when
         extension cords must be utilized.
      i. Incorporate as many energy efficient appliances and lighting fixtures as possible
         when designing or upgrading a facility.
      j. Emergency lights are required in all public areas of the house.
      k. Test emergency lights on a semester basis. Replace backup batteries every several
         years.

D. Interior Maintenance – Plumbing Maintenance and Repairs

      a. Have a licensed plumber perform all plumbing maintenance to meet all local building
         codes.
      b. Utilize good quality commercial grade plumbing fixtures in fraternity houses, with
         emphasis placed upon those fixtures designed for easy maintenance.
      c. More expenses commercial plumbing fixtures in most cases will last substantially
         longer than conventional plumbing fixtures designed for the single family home.
      d. Make design considerations for the prevention of flood damage, including back up
         floor drains in the bathrooms, laundry area, kitchen and utility rooms. Water leaks
                                                                                               115
     and flooding can cause extensive damage to your structure.
e.   Place large bathrooms and laundries on the ground floor where possible to minimize
     damage from flooding.
f.   Winter freezing damage resulting in flooding can be extensive, especially in houses
     equipped with fire sprinkler systems.
g.   Take precautions to ensure that heating systems will continue to function over winter
     or spring break or other periods during the winter when the house may not be
     occupied.
h.   Inspect plumbing fixtures, water lines and drain lines annually or at the beginning of
     each semester.
i.   Clear drain lines at least once a year, especially from the larger restrooms. Design
     restroom and kitchen areas to facilitate access to plumbing for eventual repairs.
j.   Have the resident manager or property manager inspect plumbing fixtures in
     individual sleeping rooms or apartments at least once a month.
k.   Check wall and floor surfaces for minor leaks.
l.   Make sure that all tenants know how to cut off the water supply to the house in the
     event of a major plumbing failure.
m.   In most cases, the interior maintenance of the individual sleeping rooms and
     apartments should be the responsibility of the individual tenants.
n.   Have the resident manager or property manager inspect the rooms on a monthly basis
     to make sure this work is being done.
o.   Clean public restrooms thoroughly at least twice a week, preferably by a professional
     janitorial service.
p.   Clean restrooms after every major social event.
q.   Clean the women‘s restroom usually adjacent to a public area at least once a week.
     Inspect daily for cleanliness.




                                                                                        116
Best Practices for Fire Safety
Introduction:
This guideline is for use in preparing a fire safety policy which fits the needs and conditions of the
individual chapter. Not all items are applicable for every chapter. House corporations are encouraged
to work with your local fire department in preparing this document.

   A. Structure:
         a. All habitable space must have two exits.
         b. Be sure that members don‘t convert storage or attic space to sleeping or study areas.
         c. Fire escapes must be structurally sound
         d. Fire doors must close and latch
         e. Fire doors must not be tied or blocked open.
                 i. They can be held open by magnets controlled by the fire alarm system.
         f. Deep window wells must have escape ladders.
         g. The grill on window wells must be able to be opened from inside.

   B. Alarms Sprinklers and Extinguishers
         a. Alarm systems and sprinkler systems must be serviced by trained personnel at least
            annually.
         b. The risk manager should verify that there is a functional smoke detector in each
            sleeping room on a bi weekly basis.
                 i. Keep a log.
         c. The fire extinguishers should be inspected each semester and the inspection noted on
            the tag.
                 i. Keep a log.
         d. Fire extinguishers require service annually and extensive service every six years.
         e. Make tampering with smoke detectors, fire alarms, and the sprinkler system an
            eviction offense.
         f. Be sure that batteries in smoke detectors are replaced annually.
         g. Budget and include in your long range plan the addition of lighted exit lights and
            emergency lighting if you do not have them.
         h. Plan and budget for the eventual installation of sprinkler system.
         i. Post escape plans in all sleeping rooms and public areas.

   C. Smoking, Candles, Incense, etc.
        a. Prohibit smoking.
                i. If a complete ban is not possible, at least prohibit smoking in sleeping rooms.
        b. Prohibit the use of incense.
        c. Prohibit the use of candles.
                i. Exception is made for candles in rituals. Have extinguishers present and
                   individuals designated as the operator.
               ii. Tie up the sleeves of ritual robes so they do not drag into the flame.

   D. House Keeping:
        a. Garbage needs to be taken out daily.
        b. Be sure that garbage is taken out after social events. A butt in garbage can easily start
            a fire.
                                                                                                 117
       c. Be sure that halls are clear.
       d. Do not tolerate overly messy rooms

E. Fireplaces
      a. Be sure that screens are in place to keep embers in the fireplace.
      b. Be sure that the fire is out before the last person goes to bed.
      c. Limit the amount of fuel stored in and near the house.
      d. Have chimneys inspected and cleaned annually by professional chimney sweep
          service.

F. Appliances
     a. Individual heaters, hot plates, electric fry pans, etc. should be banned.
     b. Coffee pots need to be on a fire resistive surface, metal or formica, not on a plastic
         shelving unit.
     c. Be sure that power cords for individual room A/C units are sized properly.
     d. Cords for microwaves, refrigerators, TV, stereo, etc. must be properly sized.
     e. Use one power strip per outlet receptacle.
              i. Do not allow multiple power strips plugged in a chain format.

G. Electrical
      a. No halogen ―torche‖ lights are permitted (even if they have a guard)
      b. All electrical components, light fixtures and lamps shall have appropriate globes or
          cover plates properly installed.
      c. There shall be no exposed wiring.
      d. All fixtures shall be firmly mounted.
      e. No electrical cords through doors.
               i. This includes closet doors.
      f. No electrical cords under any carpet.
      g. Any extension cord used shall be rated for at least 15 amps
      h. Any electrical cord that is run along wall, ceiling, or frame of fabricated sleeping area
          shall be mounted only with UL approved insulated fasteners.
      i. Power bars must be plugged directly into an outlet.
               i. No extension cords are permitted.
              ii. Longer cords on power bars are available.
      j. Read the electrical labels.
      k. If more than one item is powered by a multiple outlet power strip, add up the power
          requirements and be sure that they do not exceed 80% of the rating of the cord.
          (Divide watts by 120 Volts to get amps for lights, etc.)
      l. Space heaters are not permitted.

H. Fire Drills
      a. The risk manager should conduct an unannounced fire drill each semester.
      b. All members and guests must evacuate the house during a fire drill.
      c. Establish a rally point, preferably within shelter.
                i. Put a house roster and everyone‘s cell phone numbers at this location. Include
                   phone numbers for chapter advisor and house corporation officers.
               ii. Also have a floor plan to work with the fire dept to help locate members.
             iii. Contact the chapter advisor and university officials from the rally point.
                                                                                                 118
       d. Discuss the fire drill with the local fire marshall.
              i. Plan how the fire department is notified.
             ii. Be sure members know that they have to call 911 if the system is not hooked
                 to a central monitoring location.

I. Individual Response.
      a. Members should be trained to bring their keys with them when they leave the room in
          an emergency. They may need to get back into the room to escape if the primary exit
          is blocked. Establish a standard key spot that you can find in the dark.

J. Room arrangement
      a. Each room shall be arranged so that anyone can walk to the movable portion of the
         window for emergency exit.
      b. Nothing shall block the full width of the operable window.
              i. A couch or chair with the seating surface no higher than 18 inches will be
                 permitted in this space.
             ii. The chair cannot rock or swivel.
            iii. This space is necessary so that a fireman in full equipment can enter the room
                 through the window to search for occupants.
      c. Cloth curtains, hangings or linings are not permitted around any sleeping space or
         lining walls except for window draperies.
      d. Sleeping areas shall not be screened by any door, partition, wall or other item which
         would interfere with a fireman finding the resident in a smoke filled room.
      e. Curtains shall be commercially available curtains.
              i. Do not use a sheet or other similar items. These are not treated to be fire
                 retardant.

K. Flammable Items
      a. The furnace/boiler room shall not be used to store any items without approval of the
         house manager.
             i. Combustible items are not permitted.
      b. Flammable items shall never enter the house, such as:
             i. Propane for grill, gas for mower, fuel for lawn torches, lawn mowers, weed
                trimmers, snow blowers, mini-motorcycles, motorcycles, etc.

L. Weapons & Explosives
     a. Firearms, weapons, explosives and fireworks are forbidden.

M. Occupancy

       a. Talk to your local fire marshal and get a permit appropriate for space. Restrict the
          number of chapter guests so that this number is not exceeded.

N. Shut offs
      a. Label where the shut offs are on the outside of the door.
              i. Be sure the chapter officers know where these are.
             ii. Label water, gas, electric, steam, etc.


                                                                                                 119
O. One Call
     a. Be sure the chapter knows that they need to call the local one call before they dig or
         drive anything (fencepost, flag pole, etc) into the ground.
             i. There are many dangerous utilities near streets, sidewalks and alleys,
                 sometimes also in side yards.




                                                                                            120
Inspections
Conducting house inspections is one of the responsibilities of the house corporation. These
inspections should be conducted to not only assess the condition of the asset, but to make sure the
facility is safe to house members of Delta Tau Delta.

If a house corporation isn‘t on-site to inspect the property; how can a house corporation reasonably
expect to know what is going on.

The following inspections lists are guidelines only. Each house corporation should review its
property based on local priorities and deficiencies.

It is also recommended that each house corporation consult with its local governmental entity
responsible for housing/construction codes and fire safety to help ensure compliance.

At following ―Inspection Schedule‖ is recommended. However, a series of inspections, each
focusing on a different aspect of the shelter, should be undertaken to make sure major areas (safety,
health, fire) are thoroughly reviewed.


 Inspection         When*                 Who

 Daily and Weekly   TBD by the            Shelter & Grounds Manager and/or Shelter & Grounds Committee
                    Shelter &             Member
                    Grounds
                    Manager

 Monthly            First Sunday of       Shelter & Grounds Manager and Member of House Corporation
                    each month

 Annual/Semi        First Sunday in May   House Corporation - primary inspector & Shelter & Grounds Manager
 Annual             and December

 Spring             First Sunday in       Shelter & Grounds Manager and Member of House Corporation
 Preparation        March**


 Shelter Closing    Immediately after     House Corporation
                    residents leave

 Fall/Winter        Last Sunday in        Shelter & Grounds Manager and Member of House Corporation
 Preparation        October**

 Holiday            Two days prior to     House Corporation - primary inspector & Shelter & Grounds Manager
 Preparation        closing

 Fire Safety        Immediately prior     House Corporation - primary inspector & Shelter & Grounds Manager
                    to fall move-in and
                    early January



                                                                                                          121
Health       Immediately prior   House Corporation - primary inspector & Shelter & Grounds Manager
             to move-in and
             early January

Safety and   Immediately prior   House Corporation - primary inspector & Shelter & Grounds Manager
Security     to move-in and
             early January

             * - recommended
             ** - depends on
             climate




                                                                                                 122
                            FIRE SAFETY INSPECTION CHECKLIST

FIRE EXTINQUISHERS

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

       Fire extinguishers must be checked annually by a licensed service contractor.

       Fire extinguishers should not be hung higher than 5 feet from the floor to the top of the
        extinguisher.

       Extinguishers are classified as "A", "B", or "C". Type "A" is required for ordinary (wood,
        paper, some plastics, etc.) hazards.

       Type "B" is required for liquid (grease, paint, some plastics, etc.) hazards.

       Type "C" is required for electrical hazards.

       Multi-purpose ("ABC") extinguishers are available for combined hazards and are the type
        recommended.

EXITS

       There must be at least two exits from every area.

       Exits must be accessible without the use of a key (security can only be provided by approved
        alarm locks).

       Exits must be marked with illuminated exit signs that are working.

       Storage, furniture, trash, etc. are not allowed in corridors or stairways.

       Fire doors to stairways and storage rooms must close and latch automatically.

       Fire doors may not be blocked open (fire doors can only stay open normally if smoke
        detectors connected to automatically releasing door holders are installed).

       The walls and ceilings of corridors and stairs must be solid. Any holes or other damage must
        be repaired.

       Exits may not be hidden by draperies, furniture, etc.

       Exit doors must open outwardly.

       Corridor doors must be solid doors (20 minute fire rated). These must have automatic door
        closers, unless there are approved smoke detectors in the corridors


                                                                                                       123
FIRE ALARMS

     Every building must have a fire alarm system that is always working.

     Each bell or horn, manual alarm station, and smoke or heat detector must work.

     The alarm stations must be red, and may not be covered or blocked by furniture, posters,
      drapes, etc.

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

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


WALLS/CEILINGS/FLOORS

     The interior finish of corridors, stairways, foyers, lobbies, and any other exits must be rated
      Class A or B. This means that paneling, ceiling tile, carpets, decorations, etc. in these areas
      must be fire retardant.

     The interior finish of all other areas must be rated Class A, B or C. This allows a more
      flammable finish, but still prohibits very flammable finishes, such as some wood paneling,
      paper, some fabrics, etc.


     The use of very flammable decorations is prohibited.


MAINTENANCE

     Every required safety device (fire alarms, exit lights, fire doors, etc.) must work, and must be
      kept in good repair.


FIRE PROTECTION SYSTEMS


     Sprinkler systems are required in most storage areas, and must be turned on at all times.

     Extinguisher systems are required to protect the kitchen exhaust hood and deep fryers,
      griddles, and stove tops. These must be inspected and serviced every six months.

STORAGE

     Flammable liquids (paints, etc.) must be limited to that needed for routine maintenance, and
      must be stored in approved storage rooms. Approved storage rooms are rooms separated
      from the rest of the building by 1 hour fire rated construction and having a sprinkler system.
                                                                                                   124
      Gasoline is prohibited from the building, including that in the tanks of cycles, mopeds,
       lawnmowers, and storage cans.

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

HOUSEKEEPING

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

FIRE DRILL

      Shelter evacuation routes and procedures should be posted in each room/common area.

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

      Emergency contact information, in the event of an emergency, should be posted.

FIRE ESCAPES

      Railing or gates secured and in place (No open drops).

      Exits easily opened from the inside without key or special devices.

FIRE LANES

      Areas which are posted by signs or painted curbs are fire lanes. Vehicles parked in these
       areas would block rescue ladder trucks from getting ladders to your window.

The above items have been condensed from the fire prevention laws, which apply to residence
facilities, including fraternity and sorority houses. These are not all of the fire prevention laws, but
include the most common deficiencies found during campus inspections and are, generally, items
which can be corrected before an inspection.

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




                                                                                                       125
                            HEALTH INSPECTION CHECKLIST

FLOORS

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

WALLS / CEILINGS

     Clean
     Good repair

BATHROOMS

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

DRINKING FOUNTAINS

     Cleaned daily
     Good repair
     Angle jet
     No common drinking cups

VENTILATION

     Adequate
     Bracket fans where needed
     No offensive odors

LIGHTING

     Adequate
     Light bulbs present/function

PEST CONTROL

     No evidence of insect infestation
     No evidence of rodents
                                                                       126
     Outward opening/self closing doors
     All outside openings screened

BEDDING

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

WASTE DISPOSAL

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

GROUNDS

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

RESIDENT ROOMS

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

GENERAL

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




                                                                           127
                             SHELTER SAFETY AND SECURITY

SECURITY

     Keep windows locked at night and when members are away.

     Keep exterior door locked at all times.

     Install timers on outdoor and selected indoor lights.

     Ask local alumni to periodically check the facility during breaks.

     Change the locks on all doors frequently.

     Monitor the activity of guests.

     Question strangers of found in the shelter or on the property. Call the police when in doubt.

ELECTRICAL

     Repair any exposed wiring or damaged fixtures.

     Do not overload outlets.

     Know where the fuse and breaker box is located and how to reset it if necessary.

     All electrical outlets and switch plate covers must be in place. Cracked or broken covers
      need to be replaced.

     GFCI outlets located in bathrooms and kitchen.

     Space heaters should not be allowed in shelter.

TRIP HAZARDS

     No cords/cables running across pathways.

     No loose or missing stair treads.

     No frayed or bubbled carpet.

     No heaved or broken sidewalks.

NATURAL GAS

     Only allow professionals to move or work on gas lines or equipment.

     If doing yard work and digging, locate natural gas lines by first contacting the local gas
      company to properly mark the lines.
                                                                                                   128
PLUMBING

     Know where the water main is located and how to turn if off is case of an emergency

     Take precautions during winter to avoid frozen pipes (see sheet on preparing for winter
      break.)

WINDOWS

     Inspect for missing or broken glass.

     All windows should be lockable.

WEATHER

     Be aware and educate members of emergency proceeds in case of tornado, hurricane,
      blizzard, earthquake, flood, and severe thunderstorm. Be prepared.

     Conduct occasional emergency drills.




                                                                                                129
                                  DAILY AND WEEKLY
                                 ROUTINE INSPECTIONS
                                         AND
                                MAINTENANCE CHECKLIST


DAILY

     Clean bathroom toilets, sinks, counters, and floors.
     Straighten furniture in common areas.
     Sweep floors in common areas.
     Sweep and mop dining room and kitchen.
     Pick up trash in common areas and outside grounds.
     Restock paper items in bathrooms as needed.
     Empty trash.
     Wash dishes.
     Clean kitchen surfaces.


WEEKLY

     Clean windows.
     Sweep and mop all hard floors.
     Vacuum all carpeted floors.
     Scrub shower walls and floors.
     Dust furniture, fixtures, and displays.
     Mow lawn, trim shrubs, rake leaves as needed.
     Clean dumpster area.
     Replace burned out bulbs.
     Inspect shelter for immediate maintenance/custodial needs (light bulbs, litter, etc.)




                                                                                              130
                                 MONTHLY SHELTER SELF INSPECTION

This report is designed to help recognize and reduce loss potential within the residence. This report should
act as a guide and should be completed on a monthly basis by a competent individual preferably by a housing
corporation officer and house manager.

CHAPTER_______________________SCHOOL________________________________DATE___________
________
HOUSEKEEPING & STORAGE AREAS

General interior and exterior housekeeping good_______________________________________
        _________________
Grass mowed and bushes
trimmed.____________________________________________________________________
Storage rooms neatly arranged with good
access__________________________________________________________
Floors and walls clean
throughout______________________________________________________________________
Individual rooms free of combustible materials
___________________________________________________________

HALLS

All halls are free from obstructions _________________________________________________
All halls are well-lit/emergency lighting functional _________________________________________________
All stairwells and steps have secure banisters/railings ______________________________________________

BUILDING MAINTENANCE

Roof covering in good condition with no known
leaks_________________________________________________
All interior and exterior walls in good condition _________________________________________________

All interior and exterior doors and windows in good condition
__________________________________________
All fire doors between floors marked as such and kept locked _____________________________________

ELECTRICAL SYSTEM

All circuits correctly fused _________________________________________________
All covers in place with none broken _________________________________________________
No multiple plug/appliances policy in force and posted
______________________________________________
Date of last electrician inspection _________________________________________________

PLUMBING SYSTEM

Any known leaks _________________________________________________
Has sprinkler system been checked in last six months?
_________________________________________________

FURNACE & HOT WATER HEATERS

All located in separate rooms,_________________________________________________
All doors to rooms close completely_________________________________________________
All rooms free from combustible materials _________________________________________________
All covers on equipment in place _________________________________________________

                                                                                                        131
Equipment inspected within last year by contractor?
_________________________________________________
Furnace filters replaced If necessary___________________________________________

SMOKING

Allowed in safe locations only_________________________________________________
Is there a "no smoking in bed" rule? _________________________________________________
Ashtrays with large lips used _________________________________________________
Butts collected in metal container _________________________________________________

SMOKE DETECTION & FIRE ALARM SYSTEM

Are there manual fire alarm pull boxes in all halls?_________________________________________________
Is there a smoke detector in each room?_________________________________________________
If smoke detectors are battery-operated, are batteries changed every six
months?_______________________________ Date of last battery change?
_________________________________________________
If a hard-wired system, is it tested monthly by a responsible person and serviced twice annually by an outside
contractor?__
Date of last monthly test_________________________________________________
Date of last contractor inspection_________________________________________________

FIRE EXTINGUISHERS

Is there at least one extinguisher on each floor?________________________________________________
Are there extinguishers in the kitchen?_________________________________________________
Is there an extinguisher in the laundry room?_________________________________________________
Are extinguisher locations accessible and clearly
marked?_________________________________________________ Does a responsible person make sure
all extinguishers are in place and completely charged every month? ______________________________
Are extinguishers inspected and serviced by an outside contractor yearly?______________________

KITCHEN & COOKING

Is all cooking equipment located under a hood?_________________________________________________
Is entire hood and ductwork system cleaned twice a
year?_________________________________________________ Date of last
cleaning_________________________________________________ ...................
Are removable hood grease filters run through the dishwasher daily _______________________________
Is there an extinguishing system protecting all cooking
equipment?__________________________________________
Is the extinguishing system serviced twice a year by an outside contractor?_________
___________________________ Date of last
service________________________________________________

LAUNDRY ROOM

Are lint filters cleaned after each load?_________________________________________________
Are areas behind dryers free of lint?_________________________________________________

FIRE DRILLS

Evacuation plan posted________________________________________________
Emergency contact information posted/ _________________________________________________
Is there a practice fire drill every six months?______________________________________________
Date of last drill______________________________________________

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INSPECTION

Has campus fire marshal inspected building within last six months?_______
____________________________________ Has city/town fire department inspected building within last six
months?_____________________

GENERAL



________________________________________________________________________________________

________________________________________________________________________________________




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                                        ANNUAL/ SEMI-ANNUAL
                                     INSPECTION CHECKLIST

ANNUAL

     Request campus fire marshal or city/town fire department to inspect shelter – if not already
      completed per local ordinance.

     Service fire extinguishers.

     Professionally inspect sprinkler system.

     Professionally inspect fire alarms and pull stations.

     Thoroughly clean resident‘s rooms.

     Professionally clean kitchen, floors, bathrooms, carpet, and wall coverings.

     Steam clean range vent system – if applicable.

     Organize and clean food storage area.

     Inventory keys/replace keys and locks as necessary.

     Caulk and regrout showers.

     Inspect roof and repair as necessary.

     Wipe down walls.

     Clean fireplace and chimney.

     Touch up walls, ceilings, and woodwork in all student rooms and public areas.

SEMI-ANNUAL

     Change batteries in smoke detectors.

     Inspect sleeping areas for overloaded outlets, space heaters, trash, and candles.

     Inspect water heaters.

     Make sure fire extinguishers are in place and functioning.

     Conduct emergency drill with residents.

     Educate members on emergency procedures, rules, and house polices.

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