The document discusses trends in fraternity and sorority life at universities nationwide and at the University of South Carolina, including membership numbers, GPA, service hours, and challenges. It also provides an overview of the Office of Fraternity and Sorority Life at USC, including their mission, staffing, programs, and focus on leadership development, advisement, and crisis response. The Director of Fraternity and Sorority Life at USC gave an update on measles preparedness and potential challenges in the event of an outbreak on campus.

1. SAAS DIRECTORS MEETING
September 17, 2019

2. FRATERNITY AND SORORITY LIFE TRENDS
Jarod Holt
Director of Fraternity and Sorority Life
2

3. OVERVIEW
• Nationwide Trends
• Snapshot of our Community
• Success & Challenge
3

4. NATIONWIDE TRENDS
• Membership education
• Growing communities & staffing structure (auxiliary fees)
• Legislative involvement
• Campus crisis and action (LSU, FSU, Penn State, Harvard)
• Unrecognized groups/councils
• Risk/harm reduction efforts
• Shifting legal paradigm
• Higher external expectations
4

5. SNAPSHOT OF USC
• Fall 2019 – 6,766 (as of today)
• Fraternity – 36%
• Sorority – 64%
• 20 on-campus facilities
• Fraternity – 7
• Sorority – 13
• 4 governing councils
• 47+ organizations
• Community GPA – 3.14 (on average)
• Hours of service – 123,249 (2018-2019)
• Philanthropy - $1.1 million (2018-2019)
5

6. OUR MISSION
• The Office of Fraternity and Sorority Life enhances the
undergraduate fraternity and sorority experience at the
University of South Carolina by:
• Enhance leadership, personal and professional development for the
fraternity and sorority community.
• Partner with fraternal organizations and community stakeholders to
cultivate community, safety and accountability.
• Provide support, guidance and mentorship for the operations and
strategic growth of the fraternity and sorority community.
6

7. OUR FOCUS
• Leadership/personal/academic development
• Organizational advisement, expectations, and growth
• Facilities management
• Stakeholder relationships and training (alumni, house corporations,
headquarters, volunteers, campus/city partners)
• 24/7 crisis response
• Harm reduction education and intervention
• Assessment
• Community engagement
7

8. OFFICE OF FRATERNITY & SORORITY LIFE
• Staffing:
• Director of Fraternity & Sorority Life
• Associate Director of Fraternity & Sorority Life (2)
• Associate Director of Fraternity & Sorority Housing
• Assistant Director of Fraternity & Sorority Life
• Assistant Director for Greek Leadership Development and
Training
• Assistant Director of Harm Reduction and Compliance
• Graduate Assistant (2)
• Property Managers (20) – at each Greek Village facility
8

9. CHALLENGE/SUCCESS
• SEC & Friends collaborative
• Increased staffing ratio and auxiliary funding
• Leadership development programs
• Organizational conduct
• Investigations (CIIT) vs. Findings
• Prevention education and intervention
• Facilities (current model and future needs)
• Programming spaces (fitting to scale)
• Community & organization growth
• Contingency management
• Impactful student experience
9

10. PREVENT ZONE
10

11. PREVENT ZONE DATA – NHPW 9/23 – 9/27

12. PREVENT ZONE DATA

13. REPORTING PROCESS
• “See Something. Say Something.”
• If there is immediate danger call the Police
• Hazing Hotline (803)-777-5800
• Office of Student Conduct Incident Report:
https://publicdocs.maxient.com/incidentreport.php?UnivofSouth
Carolina
• USC Police (803)-777-4215
• Rave Guardian App

14. QUESTIONS!

15. GARP UPDATES
Vicki Hamby
Senior Associate Director, Career Center
15

16. OVERVIEW
• GARP History
• Demographics
• Recent Changes
• Upcoming Changes
• How You Can Help
16

17. GARP HISTORY
GRADUATE ASSISTANT RECRUITMENT PROGRAM
• Managed by Division of Student Affairs since 1988 (at least)
• Moved to the Career Center in 2006
• Decisions made collectively by GARP Steering Committee
• Logistics and candidate communication handled by GARP GA
• Recent decline in the number of GARP attendees (relevant to
positions)
17

18. GARP STEERING COMMITTEE
18
• Jess Buller (GA) Career Center
• Gavin Gilliland (GA) Student Personnel Association
• Christina Yao HESA Program Coordinator
• Mellissia Brannen Columbia College
• Sammie Burt Student Life
• Daniel Colascione Housing
• Duncan Culbreth Capstone Scholars
• Lauren Epps USC Connect
• Maureen Grewe Student Conduct
• Vicki Hamby Career Center
• Scott McDonald Student Success Center
• Bethany Naser Orientation
• Allison Kretschmar Study Abroad

19. GARP DEMOGRAPHICS
19

20. GARP DEMOGRAPHICS
20

21. RECENT CHANGES
21
Change Rationale Implications
Matching Process • Most peer institutions match
• 1 offer per student – culture shift
• Increase yield – give as many
candidates as possible 1st choice –
Focus on the “greater good”
No back up candidates
Meet & Greet Attempt to help offices with low
application rates
Confusing & low
student interest
No New Offices
Outside of Division
Fewer students than positions Less breadth of
opportunity
Recruitment vs.
Interview Event
Attempt to attract students to USC –
increase yield
Need ALL staff
commitment

22. UPCOMING CHANGES
24
Change Rationale Implications
Time of year: 2 weeks earlier Competition with peers Earlier Employer Deadlines
Days of week: Sat-Mon (not
Sun-Tues)
Students miss less school Employers: Weekend
Interviews
No more Meet & Greet! Employer feedback and low
student interest
Need for More Proactive
Recruitment
Required Registration for
Employer Info Sessions
Early sneak peek of employer
participation
Required Registration
Handshake Lab Sessions
(Optional)
Employers have questions
about how to best post
Improved Postings!
Continued Focus: Recruitment
vs. Interview Event
Attempt to attract students to
USC – increase yield
Volunteer Opportunities & Time
to Shine
New HESA Program Coordinator NEW OPPORTUNITY!

23. UPCOMING CHANGES - PENDING
Change Rationale Implications
Switch Process moved
to post GARP OR
eliminated altogether
More time for
students to assimilate
and build resiliency
Offices could lose (OR
gain) a 1st year GA late in
the Spring
25
Stand by…updates coming soon

24. HOW CAN YOU HELP?
• Help communicate rationale for changes
• Make sure key staff have “Save The Dates” on calendar:
• Register ahead for employer meetings
• Attend Handshake lab sessions
• **Weekend interviews (Sunday)**
• Be intentional about how you brand UofSC, your office and your
positions
• Identify volunteers for your office (alumni especially)
26

25. QUESTIONS?
27

26. QUESTIONS!

27. MEASLES AND Q&A
Debbie Beck
Executive Director of Student Health Services and Healthy Carolina
29

28. MEASLES PREPAREDNESS & UPDATES

29. MEASLES • Very complex, highly infectious and
smart virus
• Can cause serious health
complications, especially in children
younger
• About 1 in 4 people in the U.S. who get
measles will be hospitalized
• 1 out of every 1,000 people with
measles will develop brain swelling,
which could lead to brain damage.
• 1 or 2 out of 1,000 people with measles
will die, even with the best care.

30. Human viruses are
like a fine chocolate
truffle:
It takes only one to
get the full
experience.
32

31. This was possible due to 2 main factors:
• Availability and widespread use of a safe and highly
effective measles vaccine, and
• Strong public health infrastructure to detect and contain
measles
Now U.S. measles cases in first five months of 2019
surpass total cases for any year since 1992 (which was 8
years before we eliminated measles)
Measles were considered eliminated from
the United States in 2000

32. Outbreaks in New York City and Rockland County, New
York have continued for nearly 10 months
Measles Outbreaks
Reported to CDC
Measles outbreaks are currently
ongoing in 2019 in the following
jurisdictions:
• New York State, Rockland
County
• California LA County
• Washington State
• El Paso, Texas
Outbreaks are linked to travelers
who brought measles back from
other countries such as Israel,
Ukraine, and the Philippines,
where large measles outbreaks
are occurring
31 States with Reported Measles Cases

34. 839
*** Cases as of May 13,2019
*** Cases as of May 30, 2019
*** Cases as of September 5, 2019
***
971
1,241
***
***

35. • Highly contagious virus that lives in the nose and throat
mucus of an infected person.
• Spread to others through coughing and sneezing.
• Virus can live for 2 hours in the air where the infected
person coughed or sneezed.
• If one person has it, up to 90% of the people close to
that person who are not immune will become infected.
• Infected people can spread measles to others from 4
days before and after the rash appears.
• Measles is a disease of humans; it is not spread by
other animal species.
TRANSMISSION OF MEASLES

36. CLINICAL OVERVIEW OF MEASLES
Signs and Symptoms
• Generally appear about seven to 14
days after a person is infected.
• High fever (often 104.0 F)
• Cough
• Runny nose (Coryza)
• Red, watery eyes (Conjunctivitis)
• Rash breaks out 3-5 days after
symptoms start
• Two or three days after symptoms
begin but before rash appears, tiny
white spots (Koplik's spots) may
appear inside the mouth.

37. • Acceptable presumptive evidence of immunity against measles
includes at least one of the following:
• Written documentation of adequate vaccination
• One or more doses of a measles-containing vaccine
administered on or after the first birthday for preschool-
age children and adults not at high risk
• 2 doses of measles-containing vaccine for school-
age children and adults at high risk, including college
students, healthcare personnel and international
travelers
• Laboratory evidence of immunity (measles titres)
• Laboratory confirmation of measles
• Birth before 1957 (except healthcare workers)
EVIDENCE OF IMMUNITY FOR GENERAL POPULATION (CDC)

38. 2018 - 2019 MEASLES OUTBREAK IN NY CITY:
• Since the outbreak, there were 654 confirmed reported cases of
measles.
• 73% were unvaccinated
• 7% only partially vaccinated
• 15% did not know their status
• 52 individuals hospitalized
• 16 individuals required ICU (with severe complications)
• As of September 3, 2019 the Measles Outbreak has ended and
Emergency Order rescinded.
• Warning is still in effect due to global travel
• Rockford County still has an active outbreak (312 cases)

39. HEALTH OFFICIALS END MEASLES OUTBREAK IN NY
HOW DID THEY DO IT?
• City spent more than >$6 million dollars
• Average $10,000 per case
• Dedicated 500 staff members to the response
• Disseminated tens of thousands pro-vaccine booklets
• Conducted robo-calls, sent letters, texts and published material in at least
4 common languages
• Launched ad campaign at bus shelters, kiosks, newspaper, doctor’s
offices, schools etc
• Hosted and attended numerous community events
• Administered >15,000 MMR vaccines for the entire state (with 5,000 in
NYC)

40. WHAT HAS USC DONE TO PREPARE & PROTECT OUR CAMPUS?
• Enforcement of our immunization policy for students (herd immunity)
• Initial planning and situational update meeting: USC, DHEC, Prisma/SOM, Midlands
Coalition)
• Table top Drills
• Internal SHS: Training, Outbreak Response Team, Surveillance and Reporting
• Campus Partners, Midlands Public Health Region, Infectious Disease Dept (SOM),
the SC central office of DHEC (Medical consultant with the division of Acute Disease
Epidemiology
• UofSC’s Emergency Mgt Team (DHEC representatives)
• Updated University Policy 7.03
• Targeting areas that typically do not have access to emails and may not have had access to
preventative care, (facilities, housekeeping, Aramark, etc.)
• Updated communication strategies
• Visited multiple departments to inform leadership and answer questions

41. WHAT HAS USC DONE TO PREPARE & PROTECT OUR CAMPUS?
• Enhanced system to store fac/staff records
• Working with 2 and 4 year campuses to streamline process and storage of
records, providing guidance on immunization policies
• Worked with athletics during the summer to ensure coverage (especially
international recruits)
• Memo to fac/staff outlining policy and potential threat (immunity is
unknown)
• Continued collaboration with the CDC, DHEC and campus partners
• Ongoing discusses regarding emerging infectious diseases that have not
(yet) … crossed the campus lines
• Providing titres and vaccines (~16% not-immune)
• Need 95%

42. PUBLIC HEALTH DYNAMICS LABORATORY, UNIVERSITY OF PITTSBURGH

43. MAJOR CHALLENGES
• Identifying and isolating suspected Measles cases from multiple similar viral
processes
• Continuation of Operations (COOP)
• Isolation of known Measles cases (should not be on campus), but are not safe
for hotels, public transportation, or community living with other students
• Notification and possible quarantine of individuals without known immunity to
Measles from campus and other public places in the event of an outbreak
• Many stakeholders (students, parents, faculty, staff, administrators, executive
leaders, DHEC, local hospitals and EMS, CDC, media)
• Communication with faculty, staff, students, parents and community agencies
• Activation of the POD (Point of Dispensing)- Preemptive and outbreak-driven
vaccinations and possibly immune globulin for those at greatest risk
• Evolving legal landscape (religious exemptions)

44. WHAT ADDITIONAL STEPS MIGHT BE NEEDED?

45. CAMPUS/INDIVIDUAL QUARANTINE
• If a measles case has contact with campus, DHEC
may issue a Public Health Quarantine Order, which
means:
• Persons without documented immunity must stay
out of public places until the restriction ends,
which generally be 21 days AFTER the last
case of measles is diagnosed.
• If we have one case, we will almost certainly
have more than 1 case
• Although the number of non-immunized students is
relatively small, we do not know the number of non-
immunized faculty, staff or campus visitors.
• Continuity of operations would be at risk

46. Post-exposure Prophylaxis
• People exposed to measles who cannot readily show that they have evidence of immunity
against measles should be offered post-exposure prophylaxis (PEP) or be excluded from the
setting (school, hospital, childcare) in the event of an outbreak.
• To potentially provide protection or modify the clinical course of disease among susceptible
persons, either:
• Administer MMR vaccine within 72 hours of initial measles exposure (case by case)
• Or immunoglobulin (IG—preformed antibodies) within six days of exposure
• Do not administer MMR vaccine and IG simultaneously, as this practice invalidates the
vaccine.
• Immunoglobulin (IG) as post-exposure prophylaxis should be given to people who are at risk
for severe illness and complications from measles, such as:
• infants younger than 12 months of age
• pregnant women without evidence of measles immunity
• people with severely compromised immune systems

47. USC POLICY
• Faculty and Staff
• Healthcare (SHS and SOM, etc) staff are screened during onboarding and have
strict requirements (must show immunity)
• No immunization requirements for faculty/staff unless required by
department/position
http://www.sc.edu/policies/ppm/staf703.pdf
• Students
• All students born in 1957 or later and enrolling at USC Columbia, must prove
immunity to rubeola (red measles), rubella (German measles), and mumps. Proof of
immunity requires the following:
• Two doses of MMR (measles, mumps, rubella) are required for students born in
1957 or later.
• A positive serum titer (blood antibody) may also provide evidence of immunity
Anyone with a vaccine exemption may be excluded from the University in the event of
a Measles, Mumps or Rubella outbreak

48. • Tin Roof 1022 Senate Street on Friday September 13, from 6:30pm to
close
• USC Thomson Building September 14 from 1:30-4:00 pm, & Center
for Health and Wellbeing from 3PM-6PM.
• USC Spurrier Indoor Practice Field September 13-15 from 7 am-6pm.
• Football Operations Center between 11am-3 pm on September 13-16
• XYZ Fraternity House, USC between September 13-16
• Patterson Dormitory, USC between September 13-16
• Capstone Room, Capstone Conference Center on September 17 from
9:00 am to 10:30 am.
Measles At UofSC

49. QUESTIONS!

50. ALTERNATIVE WORK SCHEDULES - PILOT
Alicia Bervine
Director for Human Resources

51. WHY?
• Employee recruitment
• Employee retention
• Enhanced service delivery to students

52. PILOT AND LEARN
• Why are we piloting on a small scale?
• Must enhance department’s service delivery, not reduce
• This is an opportunity for employees, not an entitlement
• Some roles will be suited for alternative schedules, some will not
• We listen to our HR colleagues

53. 3 TYPES AVAILABLE
• Compressed work week
• Shifting flexible hours
• Telecommuting

54. DIVISION LEVEL REQUIREMENTS
• Plan should enhance service delivery, not reduce
• Plan should be communicated to all staff in the department
• Division common hour is during the monthly division meeting. Although
division meetings are not mandatory, flexible work arrangements should
not interfere with employees’ access to divisional information and
professional development
• Employees should be available for departmental or work unit staff
meetings to ensure knowledge sharing with the department
• Employees who have received a notice of substandard performance or
who have received a written reprimand within the last year are ineligible
• New hires must complete a 6-month probation before becoming eligible

55. NEXT STEPS
• Soft rollout (2 departments)
• Department Directors will meet with Alicia Bervine to discuss
considerations for eligible employees and start the plan(s)
• Plans must be approved prior to implementation

56. QUESTIONS!

57. REMARKS
Dennis Pruitt
Vice President for Student Affairs