To grow as dedicated individuals through competing and serving as a team to reach higher maturities in life.
Sports Chaplaincy Program
To provide a spiritual presence among the athletes on Pfeiffer's campus.
- Have a general knowledge of everyone on their athletic team
- Seek out those that are struggling with the change to college life
- Are available to their student-athlete peers at all times
- Are a part of the leadership for Fellowship of Christian Athletes (FCA)
- Lead the Blessings of the Fields at the beginning of the Fall Semester
- Invite and attend athletic events with their team
- Update their Head Sports Chaplain on the effects of their ministry
- Practice daily spiritual growth (devotions, reading Bible, etc.)
- Are in constant prayer for the Pfeiffer athletic community and the Chaplaincy Program
- Look for ways to enhance and expand the Chaplaincy Program
Student Leader Handbook
It is the policy of Pfeiffer University to enable and encourage those who are interested to fom and join organizations to promote their common interests and attributes. Student organizations are those formed for specific educational, professional, social, recreational, service, or other purposes, which derive membership and leadership from the student body.
Pfeiffer University reserves the right to review and approve all proposed student organizations seeking University recognition. This is to ensure that the proposed organization is compatible with the University's mission statement and is in compliance with all federal, state, and University regulations.
The University recognizes and registers student organizations in order to provide services, resources, and facilities; to effectively and equitably allocate University resources; and to assist in the coordination of activities. To ensure all the rights of a recognized and registered organization, each organization is required to register with the InterClub Council at the beginning of each academic year. Recognized organizations that are not registered with the InterClub Council have limited their access to the services and resources of the University.
The information provided in this guide is intended to support your success in planning group meetings, programs, and activities.
A Note About Policy: Scattered throughout this handbook are vaious policies. These are marked as "policy" and are mandatory for every student group.
Upon official recognition by Pfeiffer University, there are certain privileges afforded a new student organization, and certain obligations the new organization is expected to discharge. These privileges are as follows:
A. Each organization becomes eligible to participate in University-approved student activities, to sponsor activities that may be included in the Events Calendar, and to reserve University facilities.
B. Each organization's officers are required to register their organization with the InterClub Council every year. Otherwise, the organization will become inactive and will lose its privileges mentioned above. Immediately following each election, lists of new officers and/or advisor(s) with contact information should be submitted to the InterClub Council.
C. Each organization commits itself to sponsor only such projects as will benefit both the group and the University and to uphold the University regulations, including the Student Code of Conduct, Code of Ethics for Student Organizations, the Student Government and InterClub Council policies, village ordinances, and all state and federal laws.
Any university student or organization who violates the rules set out by the University or this handbook will be subject to disciplinary actions that range from educational sanctions through suspension and expulsion. Students accused of violating these policies and rules are afforded full due process under the University Code of Conduct. The University reserves the right to assign disciplinary sanctions based on the particular circumstances of each individual case.
The approval of a student organization at Pfeiffer University is made on the basis that the organization will conform to the Privileges and Obligations of Chartered Organizations as stated above. Failure on the part of the organization to conform to the above mentioned obligations, to conditions of approval and any breach of Student Government and/or University policy may subject the organization to be recalled by the Dean of Students. Recall may result in the president and/or advisor of the organization having to appear before the appropriate person/committee to answer any charges that have been brought against the organization. The person/committee also reserves the right to impose disciplinary measures, which may include revoking the charter of any organization. The organization will be inactive for a period of time, which will be determined by the Dean of Students.
1. Relationship of Student Organizations to the University: Recognition of, or registration of, an organization does not mean that the University supports or adheres to the views held or position taken by registered or recognized groups. Responsibility for any action that violates federal, state, or local laws or University regulations is assumed by the individual group and its advisor, officers, and members.
2. Introduction of Code of Ethics: The extension of privileges by the University as detailed in this document requires all student organizations to be registered and to conduct their organizations and activities as responsible bodies in their relationships with their members, other students, the community, and the University. Organizations and their members are subject to being governed and sanctioned by the same rules and regulations for individual students. This Code of Ethics has been established for all registered and recognized student organizations. Each registered student organization must adopt and abide by this Code of Ethics.
3. Specific Standards of Ethics
a. Scholarship: In accordance with the academic mission of the University, a portion of an organization's activities should reflect a conscious effort to enrich each member's academic development.
b. Character Development: The moral conduct and personal behavior of each member affects the organization's image. This makes it important for the individual to act at all time with self-respect and integrity.
c. Community Relations: All organizations members will conduct themselves in a supportive positive relationship with the community, as their actions reflect upon the University as a whole.
d, Financial Management: All funds shall be used in a judicious manner. Members shall not incur debts (either individual or in the name of the organization) that result in organizational disability. All financial debts must be paid to maintain active status.
e. Servant Leadership: Because Servant Leadership is so important to Pfeiffer University and its mission, it is incorporated into a requirement that every registered club complete a service-project each semester. Community service is not only considered an act of compassion for others but ultimately as the registration of the common bond of humanity.
f. Wellness: Members shall take basic precautionary measures to ensure individual and group safety. An appropriate program would encompass a concern for mental, emotional, and physical well-being.
g. Leadership Development: The continuing existence of the organization requires a regular succession of effective leaders. An appropriate program would provide for the development of the members' leadership skills for future positions in leadership roles.
h. Legal Responsibility: Each organization's members have a responsibility to know and uphold all federal, state, and local laws and University policies. Student should be knowledgeable of, and comply with, the expectations set forth for individual students and for organizations as stated in the Code of Ethics for Student Organizations.
Student organizations at Pfeiffer University are chartered by the University and, when chartered, become officially recognized organizations that may avail themselves of all privileges relating thereto. And officially chartered student organization will not use its official status for any purpose other than its own organization; this shall include, but not be limited to, financial gain for individuals, sponsoring activities for an unchartered group, and reserving facilities and conducting business for an unchartered group.
- a written constitution and bylaws
- an advisor
- a program of projects and activities through which they attempt to carry out their objectives.
A group of six or more full-time students wishing to form an organization and seek official status from the university by obtaining a charter may do so, provided the following requirements are met:
1. The group does not duplicate an existing organization. (The purpose is to ensure continuity and stability of the organization.)
2. A formal constitution is submitted outlining the purpose of the group seeking the charter and framework of the organization.
3. The application for chartering a new student organization is completed and filed with the InterClub Council together with the proper supporting documents.
b. Two copies of the proposed constitution, electronic or paper (In the event the group seeks to affiliate with a state, regional, and/or national organization, two copies of that constitution must also be appended.)
c. Letter or e-mail of support from the advisor of the proposed student organization.
4. The organization has an advisor who is a member of the full-time faculty or staff.
Up to three meetings may be held prior to the official chartering of a student organization. Business during these meetings should be limited to constitution drafting and form the structure of the organization.
2. The recommendation of the InterClub Council is forwarded to the Director of Involvement and the Dean of Students for final action.
3. The InterClub Council Coordinator will advise the president and advisor of the proposed organization of final action and send an letter with official notice.
4. The organizational president is responsible for reviewing campus policies and procedures.
Once a constitution has been approved by the InterClub Counil, said constitution is filed and becomes the official reference copy. No changes will be recognized without InterClub Council approval, and in the event of any controversy within the group, the official copy will be used to determine points in question.
Mission and Vision Statements
Mission Statement - One or two sentences defining why your organization exists
Vision Statement - Detailed description of the future you hope to accomplish
The Difference Between a Constitution and Bylaws
Constitutions clarify the purpose of the organization and its fundamental principles. Bylaws outline detailed procedures an organization must follow to conduct business in an orderly manner. Both, an organization's constitution and its bylaws, should be reviewed regularly by the organization and be updated as necessary.
Drafting a Constitution and Bylaws
By definition, an organization is defined as â€œa group of persons organized for some end or work.â€ Written documentation in the form of a constitution and bylaws serve to organize your work by clarifying your purpose and outlining your basic structure, allowing members and potential members to better understand your organization and how it functions.
What Should be Covered by a Constitution?
Article I: The name of the organization
Article II: Affiliation with other groups (local, state, national, etc.)
Article III: Purpose, aims, and functions of the organization
Article IV: Membership requirements (how they are determined, eligibility, etc.)
Article V: Officers (titles, terms of office, duties, etc.)
Article VI: Advisor (how they are determined, duties, term of service, etc.)
Article VII: Quorum (number of members required to transact business)
Article VIII: Meetings (frequency, who calls the meetings, etc.)
Article IX: Amendments (means of proposal, notice required, voting requirements)
Article X: Ratification (requirements for adopting this constitution)
What Should be Covered in the Bylaws?
A. Membership (requirements, resignation, rights and duties)
B. Dues (amount and collection procedures, special fees, when payable)
C .Duties of Officers (powers, responsibilities, specific job descriptions if not already specified in constitution)
D. Officers (procedures for filling unexpired terms of office, removal from office)
E. Executive Board (structure, composition, powers)
F. Committees (standing, special, how formed, chairpersons, meetings, power, duties)
G. Order of Business (standard agenda for conducting meetings)
H. Voting Procedure (quorum, who has power to cast a vote)
- Put simply, an advisor is a faculty or staff member who is either requested or assigned to provide support and guidance to a student group. The advisor often serves in an official capacity as a representative of the institution. Each student group has its own personality and may define the role of the advisor in different ways.
- Organizational advisors are often expected to share certain kinds of information about policies, contractual matters, or institutional procedures, as well as more general observations relation to organizational functioning or the personal development of members. Advisors also teach, coach, and consult to help the organization and its members grow and develop. Advisors also provide continuity for the organization, since the student membership is constantly changing. Being asked to advise a student organization can be both a flattering and overwhelming notion. It is quite an honor to be considered by students as someone who they trust and with whom they can share a common bond.
- Advisors are volunteers who are committed to working with students on an co-curricular level. Student organizations provide a forum where students can participate in activities in a non-classroom learning environment. An effective advisor can contribute greatly to the realization of the potential for student development among student members. No matter what the nature of the student group â€“ sports, honorary, religious, social â€“ the group can be a great asset to the education of the student, and a good advisor should aid in this learning process.
- Co-advisorship may also be an effective means of balancing advising and other responsibilities. Student groups may want one advisor to handle management or fiscal responsibilities and another advisor to deal with special projects or programming activities. The option of co-advisement must be determined on an individual group-need basis.
- Advisor Requirements:
- 1. An advisor must be a full-time or part-time faculty or staff member of Pfeiffer University.
- 2. The advisor will be aware of University policies, the Student Handbook, the Student Leader Handbook, and any other institutional guidelines that establish expectations for student behavior and activities.
- 3. Advisors are expected to report all rule violations or potential violations to the appropriate university official(s).
- 4. The advisor will be familiar with activities of the student group and have an appropriate level of knowledge related to the mission of the organization.
- 5. If the advisor wishes to resign the position, he/she must notify the student group and the Director of Student Involvement in writing.
There are no guidelines concerning the job description of a student group advisor. Each organization has unique requirements and needs from its advisor. As an advisor, it is your responsibility to meet with the officers and come to a mutual agreement regarding the time demands and their advisement needs. A written outline of these duties is strongly encouraged, but not necessary. This will give a clear picture of what the student group's expectations may be of the advisor and what commitments you will share with the students.
- The maturity/skill level of the organization and its leadership should dictate your style or advising. If members have basic skill levels, you may need to be more actively involved with the student group. As the leaders' skill levels mature, you can then decrease the amount of direction you provide for the group.
- Below are some suggestions for effective advising:
- A. Express sincere enthusiasm and interest in the group and its activities.
- B. Be open to feedback from the group. Talk with them regarding your role as advisor. Be willing to admit mistakes.
- C. Provide feedback to the group and the leaders regarding their performance.
- D. Participate with the group and get to know the members. Be available and accessible to them. They will feel more comfortable with you and be more open to your input.
- E. Following group meetings, discuss any problems encountered during the meeting with the officers.
- F. Be careful of becoming too involved with the group. Remember that you are not a member. Your role is to advise, assist and facilitate.
- Remember that your advisor is volunteering their time and energy to assist with your student group. It is the students' responsibility to inform the advisor about the activities of the organization.
- A student group should:
- A. Notify the advisor of all meetings and events
- B. Consult the advisor in the planning of all activities
- C. Consult the advisor before making any changes in the structure or policies of the group and before beginning any major projects
- D. Remember that the responsibility for the success or failure of the group project rests ultimately with the group, not the advisor
- E. Communicate with the advisor about any problems or concerns
- F. Be clear and open about the group's expectations for the advisor's role
- G. Evaluate the advisor and give appropriate feedback at the end of each semester
Before the Meeting:
A. Define the purpose of the meeting.
B. Establish an agenda that allows for dialogue, reflection, and decision making. Ask team members if they have anything to add to the agenda.
C. Check the date and time to avoid conflicts.
D. Choose a location that is appropriate for the size of your group and the purpose of your meeting. (For example, if you are showing a video you will want to be sure you choose a space with a television.) Remember to reserve the space - do not assume it will be available whenever you need it.
E. Announce meeting date, time and location to team members and distribute the agenda so they can prepare.
F. Remember that consistency is key - in the date, time, location and agenda outline.
During the Meeting:
A. Welcome team members as they arrive. (Lead an ice-breaker game to introduce new members.)
B. Punctuality. Begin and end on time!
C. Designate a person to keep track of decisions, assignments and deadlines for future reference. (This may be the secretary's job.)
D. Follow the agenda, but adjust it so that priority items receive adequate attention.
E. Encourage discussion within the group and keep it moving forward on topic. Take note of who is talking and who is not - do your best to facilitate balance.
F. Remember to model servant leadership skills.
G. Set the date, time and location for the next meeting.
After the Meeting:
A. Promptly review your notes from the meeting.
B. Distribute minutes within three days.
C. Follow up on delegated tasks.
D. Thank persons who provided special resources or assistance.
E. Begin building the agenda for the next meeting and be sure to include this meeting's unfinished business.
Why should you use ice breaker games with your group?
A. Create a relaxing, positive group atmosphere
B. Break down barriers and help people get to know each other
C. Energize and motivate
D. Get people thinking outside of the box
Conflict is inevitable any time you work within a group, the test of a true leader is how they handle it. Below you will find some advice on managing conflict when it arises.
When the conflict involves you:
1. Always be respectful. No matter what happens or how others treat you, treat them with respect. Before you can deal with the issue, you must recognize that conflict is a deeply emotional response.
2. Seek to understand the other person. Walk a mile in their shoes - know their experience, their emotion, their attachment. Listen first to understand where they are coming from, and secondly to decide how to respond.
3. Share your side of the issue. Use â€œIâ€ statements to avoid placing blame.
4. Find some common ground. Look for ways that you both can agree on what exactly the issue is before you try to decide upon a solution.
5. Brainstorm possible solutions. No idea is a bad idea - explore every option.
6. Evaluate possible solutions and reach an agreement.
7. Implement the solution. (Which may be to agree to respectfully disagree.)
8. Evaluate your experience. What did you learn about yourself? About the other person? What went well? What would you do differently?
When the conflict is between other members of the team:
A. Refrain from taking sides.
B. Assume that both sides of the argument have legitimate positions. Recognize your biases and get over them.
C. Bring both parties together at a neutral location.
D. Set some ground rules and enforce them. (For example, no interruptions, no name calling, etc.)
E. Listen actively. Ask for clarification if it seems like one party is struggling to understand the other's position.
F. Don't share your own personal experiences - this is not the place or time.
G. Be aware of your own strengths and weaknesses. Please ask for help from an advisor or another trusted source for advice or to be present.
One of the most pressing problems facing any student organization â€“ even those with a history of success â€“ is the year-to-year continuity of the group. It is easy to believe, while engrossed in the hectic activities of the group, that the organization's future success is a given. Unfortunately, that is not the case.
The natural attrition of graduation, conflicting interests, and lost interest can wipe out the cadre of experienced membership in literally a semester. One the critical mass of numbers and the quality, experienced leadership are lost, then the organization is at its greatest risk of becoming ineffective and eventually inactive.
An effective plan of officer transition and training can greatly reduce the possibility of ineffectiveness in an organization.
A common mistake of many student organizations is the calendaring of elections. Early semester elections (for instance, the second or third week of the fall semester) typically result in losing valuable time through hesitancy. March or April is the best time to select new officers as late spring elections encourage summer planning and a fast start in the fall.
The advantage of annual elections over semester elections is experience and opportunity. An officer is more likely to make significant progress toward organizational goals is he/she has the time to bring projects to fruition and the experience to capitalize on opportunities.
Regardless of when the process occurs, the transition between officers is vital. In order to be most effective, club officer terms should provide at least one month of overlap so that new officers have the opportunity to work closely with outgoing officers in order to understand the roles and responsibilities of their respective leadership positions.
What is important about the transition?
A. To prepare incoming officers for the responsibilities of their new positions.
B. To prevent incoming officers from "reinventing the wheel."
C. To introduce incoming officers to the advisor.
Suggestions for effective transition:
A. Arrange for a meeting with the outgoing and incoming officers and include the club advisor. Discuss past, current and future issues so that the incoming leadership is prepared.
B. Pass down records and discuss the financial status of the club.
C. Create informational/resource binders for every important leadership position in the organization.
D. Create a reflection and goal setting session with the entire club membership. Find out what direction they want to take the club--then, meet as an executive board and establish goals and objectives for the club.
E. Meet with any related offices on campus to begin to foster good working relationships.
Listening - Traditionally, leaders have been valued for their communication and decision making skills. Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being said (and not said). Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating.
Empathy - Servant-leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to reject their behavior or performance.
Healing - Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing one's self and others. In "The Servant as Leader", Greenleaf writes, "There is something subtle communicated to one who is being served and led if, implicit in the compact between the servant-leader and led is the understanding that the search for wholeness is something that they have."
Awareness - General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster awareness can be scary--one never knows that one may discover! As Greenleaf observed, "Awareness is not a giver of solace - it's just the opposite. It disturbed. They are not seekers of solace. They have their own inner security."
Persuasion - Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups.
Conceptualization - Servant-leaders seek to nurture their abilities to "dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders must seek a delicate balance between conceptualization and day-to-day focus.
Foresight - Foresight is a characteristic that enables servant-leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind.
Stewardship - Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and trustees all play significance roles in holding their institutions in trust for the great good of society.
Commitment to the Growth of People - Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, servant-leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization.
Building Community - Servant-leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and has caused a feeling of loss. Servant-leaders seek to identify a means for building community among those who work within a given institution.
*Larry Spears, CEO of the Greenleaf Center
Below you will find four steps for active listening. This will help you ensure that you hear the other person, and that the other person knows you are hearing what they have to say.
1. Use your body language to show that you are listening.
Facial expression, small encouraging comments, eye contact
2. Provide feedback.
Ask clarifying questions, paraphrase/summarize the speaker's comments
3. Defer judgment.
Don't interrupt, remember that you don't have all of the information, nor do you have all of the answers
4. Respond appropriately.
Use â€œIâ€ statements, be candid and honest, assert your opinions respectfully
As a student leader, others may divulge information to you in confidence. Confidentiality does not promise secrecy. When someone tells you something that could be harmful to him/herself or others, you are expected to pass that information along to someone who can help. Confidentiality does, however, imply that what is said in the conversation will not be told to the general public.
After studying leadership practices for 25 years, James Kouzes and Barry Posner are considered experts. Below is their list of five leadership principles:
1. Challenge the Process
Don't be afraid to ask questions to improve the organization
2. Inspire a Shared Vision
Create an image of a future possibility for your organization and gain buy in
3. Enable Others to Act
Involve everyone in the work of the organization and find ways to strengthen their leadership
4. Model the Way
Set the example through the way you live your life and the way you lead the organization
5. Encourage the Heart
Recognize others for their contributions and achievements
The Leadership Challenge, Kouzes and Posner
Everyone needs encouragement and appreciation to excel in their work. Part of being a leader is taking the time and the effort to initiate recognition of your team's efforts. Recognition can be as simple as an e-mail or a â€œthank youâ€ or it can be scheduled into your regular meetings. One opportunity that is structured into the university calendar is â€œThe Freddiesâ€.
Before making plans, be sure to consider the purpose of the event (social, educational, fundraising, etc.). Also consider your budget. Potential costs may include invitations, decorations, special guests/services, catering, venue, audio/visual needs, signage, and security. We will explore this more fully in the next section, Funding and Finances. Next, you will need to choose a date.
When considering a day for your event, check the online university calendar for open dates. Once you have found an open date, you must submit event information to the Director of Student Involvement for approval at least two weeks ahead of time.
While Pfeiffer University can often accommodate events occurring simultaneously, there may be instances when events should not occur at the same time due to limited facilities or limited resources such as parking or security. In these cases, the events will be reviewed by the InterClub Council and the Office of Student Involvement order to determine a feasible solution.
Contracts are a binding agreement between two parties in which each gives something in return for something else. All student organizations must secure contracts on behalf of their organizations, whether on or off campus. No student may enter into a contract or make a promise, payment or other compensation, including use of University property, to any vendor, contractor or individual without permission of the University. Only persons designated by officers of the University may sign contracts. Students who enter into a contract without University approval may be held responsible for costs or legal action by the contractor.
Whether you are simply getting snacks and drinks for a meeting or planning a meal, before making catering plans for your event take a moment to answer a few logistical questions.
1. How many people are you inviting? How many do you expect to attend?
2. If you are serving dinner, will it be served as a buffet or sit-down dinner?
3. Do any of the attendees have food restrictions? (vegetarian, vegan, allergies, etc.)
4. Note the Alcohol Policy.
A Misenheimer Police Department official is required at all events of 100 or more people, as well as any campus event where alcohol is served. The sponsoring group is responsible for making arrangements for these services and for the cost of supplying law enforcement. The Director of Student Involvement, Dean of Students, and Chief of Police have the authority to require more than one officer at an event if they find it necessary. These officials are the only individuals who can make exceptions to this policy.
If you plan on using any audio or visual equipment at your event, be sure that you know exactly how to use it. Do not wait until the day of the event to realize that you are not trained to use the equipment and need help. Also be sure to recruit help if you need someone to run audio or visual equipment for the event.
The Office of Student Involvement has a portable sound system that can be utilized by student groups. Contact the Director of Student Involvement to reserve the system.
Pfeiffer University recognizes and appreciates student interest in local, state and federal politics. It is the intent of the University to provide a campus environment in which students may participate fully in appropriate political activity, within the constraints of university regulations and local, state, and federal laws. With that in mind, the following guidelines shall apply to all political activity on the Pfeiffer University campus.
A. Student groups may invite candidates for public office to speak on or in University property or facilities as long as the University is able to provide reasonably equal facilities to all other candidates for the same political office.
B. Scheduling of politically related activities must be handled in accordance with applicable University regulations.
c. The distribution of fliers or any other political publications are subject to the Solicitation Policy.
It is important to reserve space on campus any time you may need it, even if it is for a small meeting. If you do not reserve the space, then there is no guarantee that the space will be available for your use. Below you will find a listing of campus venues, their accommodations and contact information for reservations. When reserving campus space, please provide your event date, starting and ending times, how many people are expected to attend, and any special requirements (audio, visual, catering, etc.). Be sure to receive permission ahead of the event for any items brought in or anything taken out of the space (decorations, food, audio/visual equipment, etc.).
All facilities should be left in the same condition in which they were found and ready for the next event. Anyone using Pfeiffer University facilities will be held responsible for any damages done to the area during the time of scheduled use. It is preferred that the adviser is present during the group's use of the space.
All individuals using Pfeiffer University facilities are expected to adhere to all university policies as well as local, state and federal laws concerning health, safety and public order. Failure to comply with these regulations will result in disciplinary action and possibly forfeiture of the privilege of future use of campus facilities.
Consider the following options when marketing for your event:
A. The Toilet Paper
To get your event on the weekly newsletter, The Toilet Paper, please contact the Director of Student Involvement by 5pm the Monday before the event. Each edition runs Wednesday through Tuesday and is printed on Tuesday mornings.
B. University Website
If you would like to publicize your event on the University website, contact the Director of Student Involvement and s/he will add the event to the campus events calendar.
C. Campus E-Mail
Use your organization's e-mail address account to e-mail the entire Misenheimer Pfeiffer community. If your student group does not have an e-mail account, your advisor has the same accessibility. Personal student accounts do not have the capability to send campus-wide e-mails.
D. Press Release
Contact the Director of Communications for Press Release options.
E. The Falcon's Eye
Contact the current editor(s) or the advisor of the campus newspaper for more information.
F. Campus Advertising (flyers, bulletin boards, etc.)
Please also remember to reference the Style Guide before using any official Pfeiffer University branding.
To help maintain the beauty of our campus, all clubs and organizations must abide by the following advertising policies:
A. All advertising must be factual, and should not mislead or misrepresent the real nature of event, activity, service, or commodity advertised.
B. All advertisements must bear the names of the sponsoring organizations.
C. Posting advertisements is for a 2-week period only. Your organization is responsible for removing advertisements after that 2-week period. Failure to remove advertisements may result in loss of posting privileges.
D. All advertising must be in good taste and shall not contain nudity, sexist, racists or derogatory remarks, excessive alcohol consumption, or profanity.
E. Posting is not allowed on glass surfaces or doors, interior or exterior surfaces of doors, painted surfaces, or University signage.
G. Only chalk specifically made for sidewalks and other surfaces should be used (vs. blackboard chalk). Chalking is limited to spaces where the natural rain can wash away the markings. Also, sides of buildings or walls should not be chalked.
This Solicitation Policy applies to University students, faculty, staff and volunteers, as well as vendors and other non-University individuals and entities and their representatives.
A. Any solicitation undertaken must be approved by the University, conducted in compliance with University policies and procedures as well as local, state and federal laws.
B. Additionally, any solicitation undertaken at a University athletic event or facility must be approved by the Athletic Department, and must be conducted in compliance with their policies.
C. University students and student groups who violate this policy are subject to disciplinary action under the Code of Student Conduct.
E. Commercial solicitations by vendors that relate to the promotion or consumption of alcoholic beverages or tobacco, or products or services that are contrary to the policies or mission of the University will not be approved.
F. Inquiries regarding the Solicitation Policy should be directed to the Office of Student Development.
To view the complete Style Guide, click here.
To access downloadable images for web and print, click here.
Budgeting is a matter of planning, not bookkeeping, although record keeping is necessary to evaluate expenses and to help in planning. A budget serves as a guide to help control the outflow and inflow of money.
1. Examine previous expense items and sources of income.
2. Determine if the previous expenditures reflect the purpose and goals of the organization.
3. Seek requests from committee chairs for future spending programs.
4. Compare spending requests with previous spending in those areas.
5. Analyze future sources of income, and estimate total amount expected (Always underestimate income.)
6. Compare spending requests with amount of expected income, and make adjustments in spending if they do not balance.
7. Break income and expenses into time periods like months or quarters.
8. Make sure that cash inflows are adequately steady so that cash outflows do not exceed cash on hand at any time.
9. List all sources of income and the expected amounts to be received from each one.
10. List all planned expenditures by category.
Remember that the budget is a reflection of the goals and priorities of the organization. Bylaws should state any rules pertaining to budget revision, spending, and overspending. Once the budget has been drawn up, it should be approved first by the advisors and officers and then by the entire organization. Receipts must be kept for record-keeping. All reimbursements should be requisitioned/requested by the advisor. The advisor should sign as the Department Chair and will pass the requisition/request on to Dean of Students for approval.
The budget is only a part of club's financial system. Other important features of a system are the controls and accountability installed to ensure the integrity of and compliance with the system.
In respect of control and accountability consider:
A. A clear delegation and allocation of responsibility for the club's finances (Club Treasurer)
B. Defined procedures for the receipt of funds and the payment of money
C. Maintaining a record of any and all adjustments made to the budget
D. Regular assessment of the budget by officers, advisor, and/or all members
Organizations have access to funds in five ways:
A. Creating a fundraising activity
B. Collecting dues from members
C. Requesting an allocation from the Student Government Association (SGA)
D. Applying for funds through the Alcohol and Other Drugs Taskforce Low Risk Grant
Recognized student clubs and organizations may conduct fundraising events involving the sale of goods, services, subscriptions, tickets, and the alike only with the written permission of the Pfeiffer University Advancement Office. Organizations planning solicitation or fund-raising activities must register that activity with the Advancement Office before beginning the activity.
All fundraising activities must follow the following guidelines:
A. The primary purpose of such fund-raising shall be to raise money for the benefit of the affiliated group, the University community, or for the benefit of a charitable group sponsored by the affiliated group.
B. The sponsoring club or organization is responsible for compliance with all University rules, local ordinances and state laws governing solicitation.
C. Only recognized student clubs and organizations can solicit from students on campus.
D. Raffles, fifty/fifties, and other forms of gambling are not permitted for fundraising.
E. No University-affiliated organization will enter into a contract with an individual agency or corporation except under established University procedures.
F. The University reserves the right to audit all proceeds from fund-raising events conducted on campus by recognized student clubs and organizations or University-affiliated organizations, and to disapprove any contract.
G. Any recognized student club or organization that violates this solicitation and fund-raising policy will be subject to disciplinary action by the Student Government Association.
Student organizations are permitted and encouraged to engage in fundraising off campus. In an effort to prevent the same off campus community members from being continually asked to help support an organization or a specific fundraising cause, it is required that clubs contact the Pfeiffer University Advancement Office prior to engaging in off campus fundraising.
A. Funds available to Student Organizations and Clubs are limited, making it impossible to award every organization with full funding. As a result, funding is not always divided evenly among the organizations that apply. Funding is based on the merit of the proposal and to organizations that meet the requirements listed below.
B. The first step in the funding process is to turn in the Funding Form. Within two weeks of the deadline, the Finance Committee will meet to allocate funds. A representative of the Club/Organization should attend, if possible. Club/Organization representatives should also be present when funds are officially allocated at the following Monday at the SGA meeting.
C. After the initial allocations have been made, organizations may apply for Emergency Funding. These funds are set aside for clubs and organizations that wish to receive SGA allocations for an event they have not previously applied or received funding for within the current semester. Groups that have not received initial funding may also apply.
Normal Funding Guidelines
A. SGA will fund no more than 85% of the total income of any club or organization needs to stay in operation. The club or organization requesting SGA funding must acquire the remaining 15% by other means.
B. No more than 50% of the cost per person will be awarded for travel expenses, conferences, retreats, or leadership programs.
C. No more than 50% of the cost for food or beverages shall be purchased with SGA funds for club activities. No SGA funds will be used to purchase any alcoholic beverages on or off campus.
D. Any club or organization that receives SGA funding must also participate in community service during the semester that funding is received and report that service to the Office of Student Activities. Clubs and organizations failing to participate in a community service project, or any of the other guidelines, will be subject to consequences as set forth in the Club/Organization Handbook.
E. All organizations receiving SGA funding MUST send a representative to attend the final SGA meeting of each semester. The representative will be responsible for reporting to the Senate on the use of the funds and providing copies of all receipts to match. This â€œfinal reportâ€ will be reviewed by the Student Government Association and taken into consideration for future funding.
F. SGA reserves the right to freeze or withdraw the funds SGA has given to any club or organization that is destructive to the Pfeiffer community or is simply not in compliance with the SGA funding guidelines. SGA will not fund clubs that have a deficit with the business office.
G. Funds are limited and no proposal will be accepted after deadline, unless it is an emergency (See Below). SGA reserves the right to approve, disapprove, or table any funding proposals. Only students may make funding requests for each club or organization. SGA funds will only go towards Pfeiffer students. Clubs and organizations must furnish copies of their funding proposal to each finance committee member along with the original proposal.
H. Clubs and organizations are not allowed to â€œbankâ€ SGA funds. If the money is not used by the end of the semester, it will go back into the SGA account so that money may be allocated the next semester.
I. Newly established clubs and organizations and those that have been inactive for three (3) years or more will only be eligible to receive a maximum amount of $150 to assist with start-up costs.
J. Members of the Senate are not allowed to present the budget of another club. Their voting privileges are revoked when it comes to deciding on allocations for any club or organization that they are members of.
Emergency Funding Guidelines
A. Emergency Funding will be available to each club once a semester, with a maximum receivable amount of $600. It is possible for clubs or organizations applying for emergency funding to receive 100% of the request without having any source of income other than SGA. Offices and Departments on campus may also apply for SGA Emergency Funding.
B. Emergency Funding is to assist clubs in the event that unexpected expenses or opportunities arise. Emergency Funding is to help clubs pay for these unexpected expenses that they did not plan for or that were unknown at the time of initial funding.
C. Emergency Funding will take place upon request. Clubs may only apply for emergency funding once a semester.
1. The purpose of this grant is to provide resources for student sponsored social events that are not fully funded through other campus budgets, and provide students with outlets other than drinking.
2. The grant application process (steps I-III) must be completed two weeks before the event in order to receive funding.
3. Grants cannot be applied for an event more than a month in advance.
4. Events are more likely to be funded if scheduled during a high risk time. This includes Wednesday, Thursday, Friday, and Saturday evenings, or events hosted after 9:30pm.
5. An evaluation form and receipts are due within 3 days after the event. If this part of the grant process is not completed on time, the student/organization loses the option to apply for any future grants.
6. Grants are generally around $50-$200, however, consideration is given to amounts within reason according to the size of the event and the number of students involved.
7. Grant money may be used for a fundraiser event, but not for events that benefit an organization's bank account. If admission is charged, it must be noted on the grant application what that money is going towards.
8. Grant money should not be used for marketing unless that organization has NO budget. Marketing then must be limited to no more than $15.00.
9. Funding must be used as stated in the budget in section III, if funding is used for other purchases, the Alcohol and Other Drugs Task Force must be notified and approve the change. If this rule is not followed, the organization loses the option to apply for any future grants.
How to Apply:
1. Complete the application and turn it in at the Student Development front desk. Plan to come in during business hours.
2. Applications must be turned in two weeks before the event.
If funded, the evaluation needs to be completed three days after the event. Include receipts with evaluation. If event is cancelled, please contact the Office of Student Development immediately. Grants will be given in the form of account transfers to student organization accounts.
Business office guidelines for audit and fiduciary responsibility:
1. To create a new account: Fill out a New Account Request form. (form available upon request from the Business Office).
2. To withdraw money from your account: Fill out a Check Request form. Check requests should be approved (signed) by the faculty/staff advisor. By signing the request form, the advisor is approving and accepting responsibility over the expenditure.
3. Gifts cannot be directly accepted by student organizations. But, gifts can be accepted by the Student Government Association (SGA) on behalf of the club and then transferred (by sending a request to the business office) to the club account. (All gifts should be processed through Advancement, which issues any tax deductibility documents)
4. Clubs should monitor their accounts so as not to overspend into a debit balance. Debit balances not cured could cause the club to lose its privilege to deposit with the University.
Pfeiffer University is dedicated to the development of the total person - intellectual, spiritual, social, emotional, vocational and physical. The rules and regulations of the University are formulated to help the individual grow within an environment conductive to that growth and respectful of the rights of others in the community.
Every member of the Pfeiffer University community is expected to conduct himself/herself in a manner which is supportive of and which does not impair the development of any other member of the community. To this end the University and the Student Government Association have established a judicial system that includes provision for disciplinary conferences, a Judicial Board, Administrative Hearings, and a Board of Appeals.
Reference the Pfeiffer University Student Handbook for a complete list of Code of Conduct policies.
Any action or situation which recklessly or intentionally endangers the mental or physical health and/or safety of a student for the purpose of initiation, admission into, or affiliation with, any organization operating under registration with or auspices of the University. Such behavior may include but is not limited to:
Physical activity including beating, branding, forced calisthenics, exposure to the elements; forced consumption of any food, liquor, drug, liquid or other substances; or other forced activity which could adversely affect the physical health or safety of the individual.
Other activity which could subject the individual to mental stress such as sleep deprivation, forced exclusion from social contact, activity that could result in embarrassment such as costumes, shaving, stunts, etc., other forced sexual or physical contact which could result in embarrassment, or any other activity which could adversely affect the mental health or dignity of the individual.
Also inclusive of any attempt to harass or to annoy any person by playing abusive or ridiculous tricks upon him/her or subjecting him/herself to personal indignity or danger, or aid or abet others engaging in such behavior.
Any activity, as described above, upon which the initiation, admission into or affiliation with a Pfeiffer University organization or team that may be directly or indirectly conditioned, shall be presumed to be a â€œforcedâ€ activity, the willingness of an individual to participate in such an activity notwithstanding.
The following guidelines must be followed if permission is granted to have alcohol at an event:
A. The club advisor or a designated faculty/staff member must be present at all times and the club itself may not provide the alcohol.
B. The Misenheimer Police Department or similar law enforcement agency must be hired at the expense of the organization to insure all state and federal laws are followed.
C. If on campus, students age 21 and over must bring their own alcohol.
D. If off campus, the alcohol guidelines of the off campus facility must be followed. Alcohol may only be served by licensed staff of the off campus facility.
E. At no time can university or club funding be used for the purchase of alcohol.
Furthermore, if a student group hosts an event with alcohol the following guidelines must be followed:
A. The amount of alcoholic beverages a person may bring to a BYOB event is one 12 oz. can of beer or malt beverage or one 10 oz. container of wine cooler per hour of the event. (i.e. 3 drinks at a 3-hour event)
B. Promotional material must mention that the event is â€œBYOBâ€ and must mention the maximum amounts and types of alcoholic beverages allowed.
C. Misenheimer Police Department must check IDs at the entrance and uniformly mark persons over the age of 21 (i.e. stamping of hands, wrist bracelets)
D. A non-student (faculty, staff, Sodexo staff) must be hired as the server/bartender for the evening.
E. Students will bring their own alcohol to the non-student server/bartender who will mark their alcohol with their name and keep in a cooler/refrigerator.
F. Non-student server/bartender will give student a punch card that will be punched each time a beverage is served to that individual.
G. Once the punch card is full or the tabs of the wristband are empty (and the maximum of drinks have been served) then the individual cannot be served any more alcohol.
H. Any noncompliance with any of the above stated policies/guidelines may result in disciplinary action of the student organization hosting the event.
Crisis management is a method for preparing an organization for potential hazards and liabilities that might be incurred during an event.
In the event of an emergency the following procedures should be followed:
1. Handle the emergency as quickly and efficiently as possible.
2. Call the appropriate personnel as the emergency dictates: 911 or Misenheimer police department (x3000), then your advisor.
3. DO NOT discuss the situation with anyone. All statements should be made by campus officials.
4. DO NOT contact someone's family. This will be done by a hospital or college official.
Any student who feels that he/she has been unduly wronged or unfairly treated by a member of the University faculty, administration, or staff may appeal to have his/her grievance heard through the following processes. This procedure does not apply in situations involving grade appeals or allegations of sexual harassment. Separate procedures have been developed for those situations.
1. The student should talk with the faculty, administrator, or staff person within five calendar days stating carefully and precisely why he/she believes a grievance exists. An attempt should be made in this conference to resolve the issue. If the University official involved in the grievance is not available on the campus (such as during the summer or other such breaks, leaves of absence, etc.) or the situation itself is such as to obviously preclude this step, the student should talk with the person's immediate supervisor.
2. If no resolution of the issue can be made in the initial conference with the University official against whom the grievance is directed, the student may initiate a formal, written appeal process with the person's immediate supervisor for the purpose of mediation. This written appeal will form the basis for a conference between the supervisor, the student, and the University official against whom the grievance is directed. The written appeal must state in detail the grievance and reasons for appealing and must be presented in four copies, one each for the supervisor, the official against whom the grievance is being made, the student bringing the grievance, and for the record. Since the document is of primary importance, the student may seek assistance in preparing it for presentation. Any student or member of the University community may assist the student in preparing the written appeal. The formal written process must begin within ten (10) days of the most recent incident precipitating the grievance. Supporting documentation and/or evidence related to the precipitating incident, such as earlier documentation and/or evidence related to the precipitating incident, such as earlier incidents, may be included in the appeal. The same information, however, should also be available in the earlier stages of the grievance process.
3. If the conference between the supervisor, the student, and the official against whom the grievance is directed does not satisfactorily resolve the issue, the student or the University official in question may request (using the same procedure as stated above) a conference with the authority on the next level of administrative supervision.
4. If the conference with the administrative division head does not satisfactorily resolve the issue, the student or the official against whom the grievance is directed may request the division head to convene an ad hoc Grievance Committee to hear the issue. The decision whether or not to convene an ad hoc Grievance Committee to further hear the issue will rest with the appropriate administrative division head. In cases involving administrative division heads, the decision rests with the President.
Decisions at this level will be final.
1. The ad hoc Grievance Committee shall be composed of five (5) persons. The President shall nominate an administrator to chair the committee, one additional administrator and two faculty members. A student shall be nominated by the SGA President.
2. The Grievance Committee shall hear the testimony of both the student and the University official and shall guarantee each the right to hear the other's testimony. An audio tape shall be made of the hearing proceedings and shall be made available to both parties. If the student or the University official fails to appear at a scheduled session of the Committee, and fails within seven (7) days to provide a satisfactory explanation to the chairperson for the absence, that person shall be considered to have waived his/her right to further consideration.
The ruling of the Grievance Committee shall be final. During all formal proceedings, beginning with item #2 of this procedure, both the University official and the student are entitled to the following due process rights:
a. To be present at all formal hearings
b. To be represented by an advisor. Any party may seek from within the University community of students, faculty, administrators, and staff a person who is willing to act as an advisor to assist him/her. The advisor may not cross examine, may not address the committee, and may not converse with anyone other than the person being advised. Attorneys may not represent parties in these proceedings.
c. To cross-examine witnesses.
The records of the Committee shall be on file in the Office of the President for a period of five years. Only the President, the respective Vice President, and the Board of Trustees shall have access to the records. Members of the Committee shall observe strict confidentiality regarding the case. The entire formal proceeding, beginning with the written appeal to the supervisor, shall be completed within thirty (30) days.
To assist new students in adjusting to the academic and social transition from high school to college. The following objectives are guides in achieving this goal:
- To orient new students to University resources and to familiarize them with academic requirements and regulations
- To assist with personal adjustment to University expectations and campus life
- To advocate academic study skills and encourage excellent study habits
- To assist faculty advisors with necessary course requirements
- To encourage on-campus involvement
Student Organization Directory
It is the policy of Pfeiffer University to enable and encourage those who are interested to form and join organizations to promote their common interests and attributes. Student organizations are those formed for specific educational, professional, social, recreational, service, or other purposes, which derive membership and leadership from the student body.
The directory is arranged alphabetically for your convenience: