Introduction

The purpose of this manual is to provide the Assistant Hall Directors with a framework of operation.  The AD manual goes into depth about office and paper work procedures.  The following will touch upon many AD specific issues that may arise throughout the year.

Many of the procedures set forth in this manual are not absolute.  It is important to remember that there is always more than one way to approach any situation.  With this in mind, the AD manual will supply you with many resources to help you more easily familiarize you into your position.

Staff

One of the most important things to remember as an AD is that you are not alone. Do not be afraid to call on your fellow ADs or the HDs for assistance. Try to create good working relationships and friendships with your fellow ADs. There will be more than one occasion when you will need their strength, advice and shoulders to lean on!
 

Lourdes/Loretto ADs
Paula Dahlen   Joey Cherney   Todd Greco
Lourdes 242   Lourdes 193   Loretto 417
453-1298   453-1073   453-2164
Ext.: 453-1197   Ext.: 453-2557   tgreco8455
pdahlen3245   jcherney1653
 

The Quad
 Tim Bougie     Kate Fullmer
 Morey 200     Conway 106
453-1707     453-1702
Ext. 457-2379     Ext. 457-5327
tbougie2706     kfullmer5509
 

Prentiss-Lucas AD    Sheehan AD
 Loriann Gebhard    Paula Gillen
 Lucas 124     Sheehan 215
 453-1483     453-1928
 Ext: 457-5398     Ext. 457-5612
  lgebhard7090     pgillen8249

Administrative

A. Office Set-up
The office is your domain, so it only makes sense that you set it up in a manner that is pleasing to you.  Keep in mind that the staff will also be utilizing the office on a regular basis.  Take care to see that the office needs are being met.

You should probably start by thoroughly cleaning your office.  This will allow you to become more familiar with your surroundings and resources.  Next, you will want to take the time to rearrange your office so that it best fits the needs of everyone who uses it.

You have now reached the time to begin building up your office.  Start by going through the files and throwing out anything that is no longer important.  After this is done you can start compiling your own files.  It will be helpful to have all necessary forms on hand. (see Forms section for descriptions).

1. Supplies
With the files in order, you should next move onto setting up the RAs supply boxes and your own desk area.  Supplies can be ordered from Mail and Supply in the Physical Plant or at local stores.  You will want to make sure that the office is equipped before the RAs arrive for training. The suggested list is as follows:

1. Scissors
2. Tape (scotch and masking)
3. Pens and pencils
4. Glue
5. White-out/correction liquid
6. Rubber bands
7. Paper clips
8. Computer paper (call ResNet for computer supplies)
9. Envelopes
10. Markers
11. Staples
12. Stapler
13. Poster paints
14. Poster paper (obtained from the local newspapers)
15. Paper cutter
16. Paper punch

Before the RAs arrive for training you should go through the RA supplies to see what you need to reorder.  After the supplies have been replenished you can distribute the following suggested items to each RA:

  1.   Scissors
  2.   Masking Tape
  3.   Scotch Tape
 4.   Tape Dispenser
  5.   Stapler
 6.   Staples
  7.   Staple Remover
 8.   Glue
  9.   Paper Clips
  10. Markers (red, blue, green, black, brown, purple, and orange)
 11. Flashlight (w/batteries)
 12. Ruler
  13. Exacto Knife

2. Keys
You will need to make sure that you have enough keys to distribute to your staff.  If you should find that you are short, make sure that your RAs all have office keys first.  You can then call the Physical Plant and order additional office keys for your DAs before they begin work.

It is imperative that you keep some sort of record of every key and it’s corresponding key code and owner.  You can request a Mater Key list for your hall from the Physical Plant, but be warned, their records are not updated so recheck the codes with the keys in your box. This will allow you to avoid a great headache at the end of the year.
 
a. Master and Sub-Master Keys:
Each RA, AD, and HD will be given a sequential key; DAs should not have access to the sequential keys.  This key will allow access to the Masters.  Without a sequential key there is no way to obtain the Masters.  Use of the Master keys should be discussed with the RAs during training, emphasizing that proper care and usage of the Masters must be taken at all times.

B. Operations
The hall would not operate as smoothly without some type of universal operations.

1. All Hall Directory
2. Appointments
3. Cashbox (if applicable)
4. Check-In Procedure
5. Desk Operations Guidebook (D.O.G.)
6. Emergency Procedures
7. Equipment Check Out
8. 5 Minute Keys/Temporary Keys (if applicable)
9. Light Bulbs and Batteries
10. Lost Key Process
11. Mail/Packages
12. Mail and Supply
13. Master and Sub-Master Usage
14. Phone Etiquette
15. Postal Stamps
16. Posting Policy
17. Reporting Out of Order Machines
18. Reservations
19. Work Requests

1. All Hall Directory
The All-Hall is utilized for a variety of purposes including mail, resident inquiries, and for security.  The directory is updated once a week and includes an alphabetical listing of all on-campus residents and an individual hall listing.  Updated directories can be picked up from Housing, or printed off by the HD from the network.

Once a new directory has been picked up, the old one must be destroyed.  The social security numbers need to be separated (cut apart) from the name.  Always separate SSN’s from the residents’ names or shred the documents to ensure privacy rights!

Next, the Data Privacy listing needs to be referred to.  Any name on the Data Privacy list needs to be checked off in the box in left-hand column of the All-Hall and highlighted.  This alerts all staff members that any information pertaining to that person is privileged and may not be given out.

a. Giving Out Information Regarding Residents
Room numbers may not be given out under any circumstances.  The only information that may be released are phone numbers as long as the person requesting such information has the resident’s first and last name or first name and room number.  This policy was set forth by IRHC in order to enhance the security of WSU residents.  Instruct your DAs to refer anyone who is uncooperative concerning the policy to yourself or the HD.

b. Giving Out Information Concerning Non-Residents
Information regarding non-residents may be obtained from the Registrar’s Office between 9:00a.m. and 4:00 p.m., or by consulting the student directory.

c. Data Privacy
The following information has been classified as “directory” in nature for students enrolled at Winona State University and, therefore, can be released upon request unless the student has signed a data privacy form in the registrar’s office.

 Name      Major/Minor
 Class      Date of WSU Graduation
 Gender      Permanent Address
 Residence Status    Parents/Guardian’s Name & Address
 Campus Address    Dates of Enrollment
 Campus Phone    Class schedule
 Curriculum
 
The following may be released only with written permission of the student:

 Grades      College or HS Graduation Date
 Grade Point Average    Standardized test scores
 Transcript     Social Security Number
 Academic Standing

2. Appointments
Appointments can be made with you or the HD on the front office computer.  Refer to your HD for instructions.

3. Cashbox
Whether or not you choose to let your DAs handle the cashbox, it is vital that you develop a cash accountability form (if applicable).  By doing so you will have a record if shortages should occur.
Cash accountability forms also serve to tell when the cashbox is running low on change.  Change may be obtained at either the Student Union or the Cashier’s Office.  Also stress to your staff that checks are not to be accepted.

4. Check-In Procedure
This procedure is generally used at the beginning of the year and occasionally at the beginning of second semester.  A resident will come into the office to get their room key.  They will need to be looked up in the All-Hall Directory in order to determine their room assignment.  The All-Hall is pretty much set in stone.  If they are not listed then they don’t have a room.  Occasionally, however, Housing will make an assignment after the directory has been printed.  If this seems to be the case, call Judy Piel in Housing as she coordinates all room assignments.

5. Desk Operations Guidebook (D.O.G.)
The DOG is the binder/database that consist of the work request, packages, equipment, and lock out logs.  Familiarize your staff on the use of the DOG.  Other important information to keep in the binder is the All-Hall payroll sheets, schedules, and a to do list. If you are using the database, make sure the package log is printed out every day to have resident sign for their packages.

6. Emergency Procedures
As these vary from building to building you should check with your HD.  All too often the DAs are not trained sufficiently in this area.  A crisis can happen at any time.  Be sure that your ENTIRE staff is prepared to react.

7. Equipment Check-Out
Residents need to present their ID in order to check out any equipment.  The staff member should take the ID, put it in the ID box, and record the person’s name, room #, the time, the equipment that the resident checked out, the condition of the equipment, and initial it in the DOG. You should also try to keep an inventory of the supplies on hand.  This will save your staff a lot of time digging around for something that your hall simply may not have.  Make sure the staff checks the condition of the equipment after it is returned (i.e. vacuums, movies, etc.).
 

a. Vacuum Check-Out
Vacuums should not be out for more than 20-30 minutes.  The staff member should call the resident’s room and ask that the vacuum be returned immediately.

Vacuums are extremely high maintenance.  The bag should be checked after each use and emptied.  It is also imperative that the hoses and brushes are checked every time as well; you’d be surprised to see what some people try to pick up!

If, for some reason, the vacuum does not seem to be working after everything has been checked, the vacuum should be set aside with a note clearly stating the problem.  A work request should also be filled out.  In hall maintenance will then fix the problem.

Vacuum bags and additional supplies (e.g. belts) can be purchased at Quality Vac & Sew.

8. Five minute/Temporary keys (if applicable)
If a resident is locked out of their room, they should pay a lock-out fee (ask HD about policy) and receive a five-minute key.  This should be logged on the lock-out log in the DOG. If the resident doesn’t return the key in five minutes, have staff call that resident.

9. Light bulbs and Batteries
If a resident has a broken light, please fill out a work request.  Make sure the residents do not throw away the broken light bulb.  Physical Plant will recycle them.  If a resident comes to the office complaining that their smoke detector is beeping, more than likely the battery needs to be replaced.  Keep a stock of 9-Volt batteries on hand in the office (available from Housing) so that staff can exchange the old battery for a new one.  Collect the old batteries in a separate container so they can be recycled.  When a new battery is given, the office staff should pass on the message to the resident’s RA in order for the RA to keep a record of the new battery on his/her smoke detector sheet.

10. Lost Key Process
 a. If the resident has lost their room key instruct them to go to the Cashier’s office.  They
     will have to pay $50.00 (every lost key will result in the re-coring of their lock).
 b. The receipt must then be given to the HD.
 c. The HD will order the key and it should be replaced within 3-4 days.
            d. The DA will call the resident to notify them that their key is in.

11. Mail/Packages
Packages sent through UPS and U.S. Mail arrive Monday through Saturday.  Other carriers such as FedEx also leave packages fairly regularly.  Every package that comes through the office will need to be logged in on the package inventory log in the DOG.  The receivers of perishable items such as flowers need to be called right away.  In addition to the package log, a package slip must be filled out as well. Forms are available at Housing.  After these two steps have been completed, the package is stored and the package slip is placed in the resident’s mailbox.

When a resident wishes to pick up their package they must bring an ID and their package slip to the office.  The DA then tears up and throws away the package slip and has the resident sign for the package.  The resident may then receive their package.

Packages may not be given to anyone other than the person whose name is on the package.  To receive a package under an assumed name is mail fraud and the office can not be responsible for such a crime.  It is important to remain strict on this issue, especially concerning CDs from BMG and Columbia House.

As for regular U.S. Mail, it is to be placed in the mailboxes daily.  Only the DA on shift should handle the mail.  All mail must go into the mailboxes (unless it is too large).  No mail is to be handed to a resident. If a mail item is too large, treat it as a package.

a. Misdirected Mail
Occasionally, mail gets sent to the wrong address.  If this happens, the DA should set it aside and check it against the All-Hall Directory.  If the name is not in the All-Hall it can be assumed that the person lives off campus and the mail can be marked accordingly.  All off campus mail should be bundled and taken to Housing daily. It should be marked “Off Campus.”  If a piece of mail is checked against the All-Hall and the name appears under another hall then the mail must be marked accordingly (Hall room #) and placed in that hall’s mailbox in Housing.

b. Mailboxes
There are two methods on labeling the mailboxes (if applicable). One is by room number
and the other is by resident’s names. This alleviates some misdirected mail.

12. Mail and Supply
Supplies can be ordered from Mail and Supply at the Physical Plant.  Mail and Supply has a small catalog; go through it and record the items that you wish to purchase. The suggested way of ordering supplies is to email Christine Hanson at chanson@winona.msus.edu.  Have your HD do the ordering.

Include the quantity and a brief description as well as the cost.  Make sure the Housing account number is included in the email.  Sometimes, if your order is rather large, the Physical Plant will deliver it to your hall or Housing.  Otherwise, you can pick up your order at the Physical Plant.

13. Phone Etiquette
 Each staff member, at one point or another, will need to answer the phone, and it is important that they are able to communicate clearly.  First and foremost, politeness must be stressed.  No matter how rude the caller is, the staff must be prepared to react calmly and politely.  The staff is usually the first contact that many people have with your hall, so it is important that they make a good impression.  Phones should be answered promptly and cheerfully.  Have your staff get into the practice of greeting the caller, announcing the office and identifying himself/herself:
 
           “Good Morning/Afternoon/Evening, (hall) Office.  This is (name), how may I help you?”

Instruct your staff to ask enough questions so that they accurately understand the concern or problem.  Repeating what a caller has said helps the caller understand that the staff member is on the same level.  Moreover, it aids in the taking of coherent and complete messages.  If a staff member is uncertain about an answer, make sure that they feel comfortable referring people to someone who can help.  Giving out incorrect information is worse than giving out no information at all.

a. Transferring Calls
1. Tell the caller that they will be transferred to the proper office.
2. Ask the caller for their name and matter of concern.  Also, supply them with the number you’re transferring them to in case disconnection should occur.
3. Hook Flash.
4. Dial the extension number for the transfer.
5. Tell the person (who you dialed) that you have a transfer call for them. Tell them who the call is from and what the call concerns.
6. Hang up.

b. Putting a Caller on Hold
1. Tell the caller that they will be put on hold.
2. Press the “HOLD” button.
3. Press HOLD to speak to the caller again.

c. Answering the HD’s Phone
 1.   Press the “LINE 2” button.
 2.   Introduce yourself by saying something to the effect of: “Hello,
       HD‘s Office, how may I help you?”
3. If the HD is not available, have the DA record a thorough and accurate message.

d. Taking messages
 Make sure to explain the importance of taking down messages in detail. There
 will always be messages pads available at the front desk.  Please ensure the staff
 knows to write down all information including name, phone number, time, date,
 and reason for call. Have the messages put in a location designated in order for
 quick return of calls.

12. Postage Stamps
a. Postage stamps can not be reimbursed for any reason.
 b. Pre-Paid Envelopes are available at Housing.  Please do not order any envelopes.

13. Posting Policy
Various on and off campus organizations will want to promote their activities in the residence halls.  In order to regulate these fliers, all postings must be approved by the AD (YOU!).  This ensures that the office is aware of everything that is hanging in the halls.  If you are unfamiliar with your hall’s individual guidelines, check with your HD.  Also be sure to familiarize yourself with IRHC’s posting guidelines. Instruct your staff to remove any signs not approved by you or the HD.

14. Reporting Out of Order Machines
  a. Soda and candy machines - Witt Vending   452-7778
b. MacGray Laundry Services/Change machine 1-800-622-4729
c. Copier      1-800-765-2679
 Make sure that you know the number of the machine that
you are having problems with, so that the companies
will be better able to address our problem.

15. Reservations
Each office should have a date/calendar book. An example of one is the WSU Day Planner. Reservations should be under the specific date and include the person responsible, their phone number, the area reserved, and the time/length they will need the reserved area.

16. Work Requests
The procedure for filing work requests varies slightly from building to building, so it will be to your benefit to familiarize yourself with your hall’s work request policy.  No matter where you work, however, it is imperative that the work request is COMPLETELY filled out.  This includes the hall, room number, date of the request, phone number, and the resident’s signature.  It is helpful if your staff fills out the work request as the resident dictates the information.  Usually, this results in a more coherent description.

Utilize the work request log in the DOG.  Every work request must be in the DOG.  This way you will have a record of what is and what is not getting done. Please check with your HD on how work requests should be handled.

Always remember that emergency situations such as water hazards, fire hazards, security hazards, and electrical hazards should be called into the Physical Plant ASAP.
 
C. Forms
Most of these forms are self-explanatory. If there are any questions that arise, see your HD for help. You will find that the need will arise for other forms as well.  Check with Housing for the location of any forms you can not find.  If they do not have what you are looking for they will point you in the correct direction.  It is also possible to create a form that best fits your personal needs.  If you notice that Housing is getting low on a certain form, let them know right away.

1. Blank Calendars (for scheduling)
2. Bulletin Board Description (if applicable)
3. DA Contract
4. Desk Operations Check list
5. Desk Operations Guidebook (DOG)
a. Lock Out log
b. Lost and Found log
c. Office Equipment Check-out log
d. Package Inventory log
e. Pool Equipment log (if applicable)
f. Work Request Log
6. Emergency Cards
7. Guest Check-In Form
8. Incident Reports
9. 1400 Forms
10. Loft Guidelines
11. Package Slips
12. Payroll Timesheets (State, Federal, and student help)
13. Petty Cash Voucher
14. Print Shop Invoice
15. Programming Reports (if not using the internet page)
16. RA Weekly Reports (optional)
17. Renting a state vehicle
18. Request For Absence
19. Request to Post (if applicable)
20. Resident Check-In Form
21. Sick Tray Forms
22. Smoke Detector Checks
23. Special Expense
24. Staff Evaluations
25. Substitution Slips
26. Work Requests

1. Blank Calendars (Ex #1)
Calendars are used mainly for scheduling purposes. They can also be used for programming and general information.

2. Bulletin Board Description (if applicable) (Ex #2)
RAs can use these forms to help develop their ideas for bulletin boards and to inform you of their content.  This can be used as a resource if an RA is having a difficult time thinking of a bulletin board idea.  Keep these forms on file for your staff.

3.   DA Contract (Ex #3)
This form is used after you have hired your desk staff and trained them in.  The DA contract gives your staff a better understanding of the responsibilities of the position.  Refer to the Hiring section for more details.

4.  Desk Operations check list (Ex #4)
There is not a constant checklist among each hall. You should develop a checklist for your office staff to review each time they are on duty.   Make sure to go over this during DA training.  One suggestion is to have the staff initial after each task to indicate that it has been completed.
 
 

5.  Desk Operations Guidebook (DOG)
The DOG binder is given to you during AD training.  Since most of the logs are on the front office computers, the DOG contains mostly the operations procedures and any other important items. Each front office computer will have the DOG database.  This database contains a Lock Out log, a Lost and Found log, an Office Equipment Checkout log, a Package Inventory log, a Pool Equipment Check Out log (if applicable), and a Work Request Log.   All of the databases should be updated every few days.  In the binder, you should keep the most updated databases, as well as hall listings, important numbers, to do/projects list, and timesheets.

a. Lock Out log (Ex #5a)
This log is used to keep track of the extra room keys, their usage, and their location. Make sure to explain to your staff the importance of keeping this log updated and accurate.  Make sure to fill out all information completely.  The resident’s full name, social security number, room number, the date, the form of payment-cash or bill them, and then mark your initials so that we have a record of who was working during this lock out.

b. Lost and Found log (Ex #5b)
This form is to keep track of all lost and found items.  It is important to fill out this information completely so that we have a better chance of getting items back to the correct owners.  Make sure that you mark the date, whether it was lost or found, your initials, and a brief accurate description.  It is also important to take down the name of the person who found/lost it, the person it was returned to and their phone number, and the initials of the person who was working when the item was returned.

c. Office Equipment Check Out log (Ex #5c)
This is one of the most frequently used and one of the most important logs.  This log keeps the office supplies accounted for. We do not want to keep replacing our supplies that are available to the residents.  By keeping track of our supplies, we will be able to save money and purchase other items. On this log it is important to update it frequently as supplies are returned and checked out once again.  It is important to mark the date and the time that it was checked out.  It is also essential that we mark the full name of the resident who checked the equipment out.  By marking the initials of who was working when the item was checked out will help keep closer track of the office supplies as well.  When the equipment is returned to the office, it is important to mark the condition of the item on it’s return, the time that it was brought back to the office, and the initials of who was working.  If this procedure is followed, we should always have a record of where our office equipment is and never worry about losing it.

d. Package Inventory (Ex #5d)
This log keeps a record of all the packages that come in and out of the office.  This is important so that we know that the right person is receiving the right package.  To fill out this log correctly, complete the following information: the name of the resident the package belongs to, their room number, the date, a brief accurate description of the package, who carried the package—US Mail/UPS/etc…, the initials of the worker who worked when the package arrived in the office, the initials of the worker who worked when the resident came to pick up their package, and then the most important step is to make certain that the resident signs for their package.  The package log should be printed out every day for residents to sign for their packages.

e. Pool Equipment Check Out Form (in applicable) (Ex #5e)
This form is pretty self-explanatory. Fill the required information out completely and accurately.

f. Work Requested Log (Ex #5f)
WR log helps us to keep track of the work requests that are submitted to the maintenance crews and it also help us follow up on the requests to make sure they are getting completed.  These forms are also very self-explanatory. Make sure to fill out the required information accurately.
 
6. Emergency Cards (Ex #6)
Each resident is required to fill out this form which contains medical and insurance information in case of emergencies.

7. Guest Check-In Form  (Ex #7)
Check in sheets are mainly used by security after 11pm.  Forms are available at Housing.  Security will leave the sheets for the HD every night.  Talk with your HD on how they would like the check in forms handled.

8. Incident Reports
As you know, incident reports are to be filed whenever a policy infraction has occurred and given to the HD ASAP.  What you may not know is that ANYONE (even residents) can file an incident report.  All too often the DAs do not realize that they are not only welcome to, but actually are expected to fill out incident reports when something needs to be documented.  Teach your staff to fill out reports the same way that you were instructed as an RA:

1. Legible Penmanship (unless emailed) and in the third person
2. Inclusion of Facts (no personal judgements or opinions)
3. Correct Information (SSN, address, etc.)
4. Correct Spelling

a. FYIs (Ex #8)
Often times FYIs (For Your Information Reports) are not utilized even though they are just as important as IRs.  It is important that you stress to your staff the benefit of filing these.  Remind your staff that FYIs follow the same general guidelines as incident reports; they differ only in their purpose.  Whereas an incident report deals with the documentation of people, an FYI deals with the recording of incidents void of known participants and can be used for positive purposes (e.g. broken or missing WSU furniture, propped doors, or missing screens).  FYIs serve as a tool to increase the staff’s awareness of the goings on in your hall.  Because of this, they are very important and should be filed without hesitation. Be sure to stress confidentiality in terms of FYIs and incident reports.

9. 1400 Forms (Ex #9a)
1400 forms are to be filled out any time that you wish to use a field order or a Special Expense Request.  Always refer to your HD on how to do these forms. Simply include the account number, the item(s) to be purchased, the unit price, and the total price.  Next, type in the vendor (where you purchased the goods) and the vendor’s address.  Be sure to include the date and department name.  You or your HD must sign in the space entitled “Requested by Signature”.  John Ferden signs in the space marked “Dept. Head Signature” (depending on which account the items will be bought out of).

a. Field Orders (Ex #9b)
Field Orders can only be obtained from Judy Piel in Housing or the HD.  They are used mostly at area vendors for purchases up to $500 (as mentioned earlier, a 1400 form should be filled out prior to receiving a field order).

Once you have a Field Order in your possession, it is imperative that you make the purchase in a timely manner and return it to the HD ASAP.  Field Orders are rather self-explanatory.  Fill out the vendor’s name and address.  Next, fill out Housing’s address (WSU Housing Department, 130 Kryszko Commons, Winona, MN, 55987).  After this is complete you then fill in the item(s) purchased, the unit price, and the total price.  You sign the Field Order, as does the vendor.  The vendor receives the yellow copy, and you retain the rest – including all receipts.

b. Special Expense Requests (Ex #9c)
Like Field Orders, Special Expense Requests are used in combination with a 1400 form.  They are mainly used in order to justify food purchasing (such as mocktail fixings, ice cream, etc.)  and entertainment. All should be done before you purchase the items.

Under certain conditions you can take your completed paperwork to the Business Office and request that they cut a check in order for you to personally deliver it.  This is helpful concerning deposits and rentals (e.g. securing the pavilion at Prairie Island).  Otherwise, the Business Office will see to it that a check is mailed out.

10. Loft guidelines (Ex #10)
The guidelines are set by Housing and are available at Housing. Make sure to have enough on opening day. Explain to residents that lofts can not be built unless this form is completed and approved. There will be a designated date at the end of the year when lofts need to be removed. All furniture/beds must stay in their room.

11. Package Slips (Ex #11)
The package slips are used when an item is too large to fit into the resident’s mailbox. Make sure to have the slip completed fill out and placed in the resident’s mailbox properly.

12. Payroll Timesheets (State, Federal, and Student help) (Ex #12)
All timesheets must be filled out legibly. Have the staff print their name and all their information (name, SSN, pay period dates, hours worked, signature, and date). You should out the rest of the sheet (the dept. name and account number).  The cost center number must be on the each timesheet every pay period. Check the hours against the schedule and substitution records for accuracy.  Initial each form and then have the HD sign the forms.. Use the correct color for state and federal work-study (state-orange, federal – green). Timesheets are due every other Tuesday  by 1pm at the Payroll Office.

13. Petty Cash Voucher (Ex #13)
Petty Cash is used for purchases up to $100 and is the easiest method of purchasing. Refer to your HD on directions.  If your purchase will be less than $100 and is not food, purchase the supplies that you desire and retain the receipt.  Fill out the Petty Cash voucher including the account number, the vendor’s name, the items purchased, the amount to be reimbursed, the department, and sign it.  Take it to the Cashier’s Office with your receipt attached, you will receive your money on the spot.

14. Print Shop Invoice (Ex #14)
The only times that you would need to use these forms are when you wanted to order something from the print shop.  You fill out the required information such as the department name, description of your desired purchase, the number that you want, the account number and the specifics on the type of paper and ink.  Your HD will be able to assist you so that you get exactly what you want.  It is also a wise idea to fill it out in front of the Print Shop employees so that you can describe exactly what you want and then they can answer any questions you may have.

15. Programming Reports (if not using the internet page) (Ex #15)
The programming homepage (site address will be told during training) should be utilized by all RAs.  The RA should fill out Program/Community Builder Reports either on the web page or on paper before every program/community builder that takes place. Show the staff examples of how you would like them done. The more detail it is the better it will be for you to help them.

16. RA Weekly Reports (optional) (Ex #16)
Each staff is different on doing weekly reports. You should develop a sheet, which will be passed in early in the week to inform you and the HD of upcoming events, any issues and concerns, and other items. There are several examples of weekly reports but always refer to your HD.

17. Renting a state vehicle (Ex #17)
Any time you wish to secure a university vehicle you need to fill out a Travel Request Form. Direct the staff to see HD for form. Fill in the account number, the person(s) traveling, the dates, the destination, and reason for travel.  Next, you must estimate the mileage. Refer to vehicle information provided by Physical Plant.

After you have completed the cost portion, you need to fill in the originator’s driver’s license number (person responsible) and other information such as state of residence, expiration, and phone number.  Sign it and date it and have your HD sign off on it as well. Bring the form over to the Physical Plant to reserve the vehicle. After use, please return vehicle key to either the Physical Plant or the key drop off box.

18. Request For Absence/Time Away (Ex #18)
RAs are expected to be only away from WSU campus a maximum of 12 nights a semester.  At least 3 staff members must be in the hall during weekends. RAs should fill out a Request for Absence at least 1 week ahead to ensure there is enough coverage.

19.   Resident Check-In Forms (Ex #19)
This is a, “contract”, in a sense because it points out all the flaws in their specific room. The room should be checked before residents arrive by the RA. RAs must get the signature of the resident. At the end of the year, when the resident is checking out of their room, their room is once again looked at according to the check in form.  If there are any new marks or flaws, the resident is responsible for them and will be charged accordingly.

20. Sick Tray Forms (Ex #20)
If you or a resident is too ill to go to the Café for a meal, you can fill this form out and receive a “sick tray”.  The RA or a friend will then be able to bring a meal to the resident’s room.

21. Smoke Detector Checks (Ex #21)
These forms help keep a record of the smoke detectors in each room.  Each month your RA will do a smoke detector check and make sure that the smoke detectors in each room are working correctly.  Each time a battery is replaced, it gets recorded to keep the resident halls a safe living environment.

22. Staff Evaluations (Ex #22)
The HD will give RA evaluations once a semester. D/OAs evaluations should be given out once a semester too. It is very important to evaluate your staff and give back positive feedback. Refer to Evaluation section in manual. DA evaluations are provided at Housing.

23. Substitution Slips (Ex #23)
These forms help keep track of substitutions in the schedule.  These forms are pretty self-explanatory and are to be turned in to the AD in order to become approved.

24. Work Requests (Ex #24)
Work requests are forms to fill out when something needs to be fixed or replaced.  The maintenance crews receive these forms so that they can fix the problems in the residence halls.  They are easy to fill out and the problems should be taken care of within the next few days.
 
 
 
 
 
 
 
 
 
 
 

D. Hiring
The office staff are an integral part of Residence Life.  Too often, the staff are treated as second class citizens.  Because of this, it is imperative to foster a sense of staff unity not only within the D/OA staff, but also among the RAs and D/OAs. No position is more important than another –they are merely different.

Keeping this in mind, it is very important to start off with a strong office staff.  As an AD, you will be interviewing, hiring, training, and scheduling simultaneously.  This is one of the busiest, most demanding times for an AD.  Prepare for this time by ensuring that your office is staffed.  This can be accomplished by having returning office staff members come back early to work or by placing RAs on student help.  Get the numbers of returning staff and arrange for this during the prior school year.  Just take your time, relax, and be ORGANIZED.

Remember that the other ADs can often times provide you with extra applicants (people who are qualified but for some small reason or another were unable to be hired in a particular building), so be courteous- we are a team! Remember that it is important that the ADs cooperate and run a common hiring process.  This way, there will be less confusion among the candidates and between the staffs (often times people apply at several buildings).  When in doubt concerning hiring, check with your HD!

 1. Process
First you should have found out how many returning office staff there will be. You do not have to hire everyone back who wants to come back. Hire effective people who have proven themselves in the position. Next, you must determine how many open positions your hall has.  Typically, 10 or 11 on a staff work well.  Once you have done this, you should post the fliers in each hall. Also talk with your HD about posting the job openings on the WSU homepage.  Include advertisement in the welcome packets for residents. Friendly competition between the residence halls is fine.

Because your objective is to hire the best people as quickly and efficiently as possible, signs advertising the job openings should be posted as early as RA training.  Be sure to include on your posters:
  1.  Position Available
  2.  When and where to pick up an application and schedule an interview
  3.  Deadline for applications
 4.  Work study requirement
5.  Number to call for information

Have available at the Front office an application packet that should include:
1. A letter from the AD (Ex #25)
2. Job Description (Ex #26)
3. An Application (Ex #27)
 

Also inform the staff who are working the desk of the application procedure in order to answer any questions. Also have ready a sheet with interviewing times and information for potential employees.

 2. Interviewing
When the applicant signs up for an interview, be sure to tell them to bring the following:
  1.  A completed application
 2.  Appointment form (this can be picked up from the Payroll Office)
  3.  Driver’s license and school ID or any other forms of identification
   (these are necessary to complete the I-9 form)
 4.  Copy of their classes and activities (this can be printed off the web)

At the beginning of each interview, ask yourself:
  1.  Did the applicant arrive on time?
  2.  Did the applicant bring the required forms and materials?
3.  Did the applicant dress appropriately?

A person who misses an interview without notifying you will probably not make a very reliable employee.  This is not “just a desk assistant job”.  Ultimately, the DA staff is a reflection of you, your Hall Director, your hall, and Housing as a whole.  (SO BE PICKY!)

It is a good idea to make introductions even though the applicant should know who you are.  Often times, a brief explanation of both your role and the role of the D/OA is helpful as well.  Do not be afraid of asking too many questions; after all, you want to hire only the best candidates!  Questions concerning past experience, attitudes towards University policies, and situational reactions are all very helpful.  Be sure to avoid illegal questions (e.g. religion, age, dating/marital status, etc.).  Try to maintain consistency when asking your interview questions – comparison of the candidates’ answers to the same questions will make your final decision easier.

Complete the interview and thank them for expressing interest.  Let all candidates know when you will notify them as to whether or not you would like to hire them.  Be sure to keep their class schedule and record their awarded hours on the Appointment Form.  Using your best judgement, you can hire people on the spot; however, you should proceed with EXTREME CAUTION!
 

3. DA Interview Questions
There are just a sample of questions you could ask during your interviews. It is a good idea to develop an interviewing sheet (Ex #28) to write down your comments on each candidate.

Education
1. Why did you select WSU?
2. What are your goals and aspirations?

Experience
1. Have you had any leadership experience in the past?
2. Have you had any office work experience in the past?
3. What type of office procedures are you familiar with?
4. Have you had experience working with a team-oriented group?
5. What type of supervisor do you work best with (directive, self-directive)?
6. Have you ever been disciplined by a supervisor on a previous job?
7. Describe your favorite job or one from the past that you really enjoyed.

Position
1. Do you know anything about the desk assistant position?
2. What made you decide to apply?
3. What qualities do you possess that you think will make you an effective DA?
4. Are you aware of the time commitments of this job?  Are you willing to meet these requirements?
5. Do you know anyone that has been a DA before?  What was that person’s perception of the job?  Is that how you view the position?
6. What would be the most difficult situation that you foresee possibly having to deal with as a DA?
7. What benefits do you expect to receive from being a DA?
8. What is your view of Residence Life?
9. Are you willing to work on weekends?
10. If not hired, would you like to have your name passed onto another hall?

Self-evaluation
11. What techniques do you use to budget your time?
12. What are some things about you that you think would make us want to get to know you as a person?
13. How would you react to a conflict in scheduling?
14. What is your definition of confidentiality?
15. What do you feel are your strongest/weakest points?
16. What is it about you that makes your friends like you?
17. What activities are you involved in?  Do you plan on being involved in these throughout the year?
 
 

4. Forms to fill out
Once you have decided who you would like to offer the job to, you need to compile a good amount of paperwork.  WSU requires that all student workers have 3 forms on file: an I-9, a W-4, and an appointment form. An D/OA contract and D/OA Expectations should be signed before the beginning of employment.  By having your DAs sign such documents you are certain that everyone agrees to the same working conditions and terms.

a. I-9 (Ex #29)
 Do not be intimidated by the I-9.  Have your newly hired DA completely fill out
 section 1.  After they have completed this, YOU fill out section 2.  The back side
 of the I-9 lists all acceptable forms of identification.  Moving down the form, you
 will see a blank that calls for the signature of the “Employer or Authorized
 Representative”.  Your HD MUST sign this; you are not authorized to do so.
 Complete section 2 by filling in the “Business or Organization Name” which
 would be WSU Housing - your hall (e.g. WSU Housing - Morey Hall).  After you
 date it, you are finished!

If one of your DAs has previously held a job on the WSU campus then you do
not have to fill out an additional I-9, just be sure to indicate this on the
Appointment Form.  It is never a bad idea for returners to fill out the form again
just in case the Payroll Office has lost their form.
 
b. Appointment Form (Ex #30)
 In most cases, your DAs will have a pre-printed Appointment Form available
 from the Financial Office.  If this is the case, all you have to do is fill out the
 account number (331201), the department name (Housing), project the dates of
 employment and salary, check the appropriate I-9 box, and have your HD sign
 and date it.

If your DA does not have a prepared Appointment form, then you will need to
provide them with a blank one (this can be obtained in the Housing or Payroll
Offices).  Like the I-9, have the DA completely fill out the top portion, then you
complete section 2 just as you would with a prepared Appointment form.  Don’t
forget to correctly identify the employment funding.  Everyone MUST have a
current Appointment form on file before they are able to start working!

c. W-4 Form (Ex #31)
The W-4 is a legal document. Students also must use their permanent address on this form. Have students fill out lines A through H on the middle section and lines 1 through 7 on the bottom section.  Make sure the student signs and dates the W-4 form.  Scratch-outs or white out parts will not be accepted.  Refer to HD for instructions.
 
 

5. Training
Training is an integral part of the hiring process.  Without a well-trained staff, the office will deteriorate.  It is a good idea to familiarize yourself with all of the duties of the position.  If you are unaware as to how something is done, refer to the HD to find out how things ran in the past or check with a reliable returner.  (Remember, nobody likes a hypocrite; if you expect your DAs to clean the vacuums it is a good idea that you know how to change the vacuum bags yourself.)

Training can be handled in several ways.  Mass training (w/RAs too) is always helpful, however, it’s worthwhile to see that the D/OAs receive some one-on-one attention.  D/OAs may be double up the first couple days.  This allows for an experienced DA to help a new D/OA adjust.  Furthermore, it also presents a chance for the staff to get to know one another better.

There are many topics to cover to ensure the DA is capable of handling their new position.  Please refer to the Operations section on this manual for suggested topics.  You will want to take your DAs on a tour of your hall so that they can become accustomed to it.  Also, highlight some of your building’s special features.  Sometimes your DAs might be called on in order to give directions or tours and this will come in handy.

You will want to include hall specific issues in your training.  As a matter of fact, as you become more used to your job, you will develop new issues to be concentrated upon.  For this reason it is a good idea to continue training throughout the year by having biweekly/monthly staff meetings.

After you have hired your new DAs it is important that they know your expectations
as well as proper office operations and once they understand these expectations, have
them sign the DA contract (see Forms section and Expectations).

6. DA Expectations
The WSU Department of Residence Life does not have a set list of expectations.  By tailor-making your own set of expectations, you can set the tone for your office for the entire year. Situations will arise and dictate new guidelines and expectations.  Be flexible and realize that expectations serve to make the office a more pleasant place to work. The following is a sample of several expectations:

1. Dress neatly and appropriately: shorts, jeans, t-shirts are acceptable as long as they are in good taste.  No ripped/torn jeans and no cutoffs.  Shoes must be worn at all times.
2. Be at least 5 minutes early for your shift: 10 minutes early if the person that you are relieving has class.
3. Know your surroundings.  This will enable you to better assist all who request you services.
4. Respect and assist other staff members and co-workers (be a team player).
5. Inform the AD of untimely illness or personal activities that may require you to be absent from your shift and find a substitution immediately.
6. Do not let others handle the cashbox (if applicable).
7. Perform obligations and responsibilities to the best of your ability.
8. Do not allow your non-desk activities (studying) to interfere with your job as a DA.
9. Keep the radio at a low volume.
10. Follow all University policies.  Employees found under the influence of alcohol or other drugs while working will be dismissed immediately.
11. Be respectful and polite to residents and visitors.
12. Use appropriate language.  Profanity will not be tolerated.
13. Follow appropriate phone etiquette.

E. Schedules
Scheduling can be one of your biggest challenges.  To help make things easier for yourself, you should request class schedules before the academic year starts.  Because class schedules can change very quickly at the beginning of the semester due to Drop/Add, it is sometimes a good idea to make a temporary schedule for the first week.  Tell each staff member that they are responsible for finding a substitute should their class schedule happen to change during the first week.  Towards the end of the week you can then collect the updated class schedules and create a permanent schedule for the semester.

 1. DAs
One suggestion is to split up the weekends so that the DAs only work every other weekend.  Each DA would then be assigned to either an “A” weekend or a “B” weekend.  Be careful, though, the “A” and “B” weekends can become tricky especially around break times.  Be sure that everyone is always aware whether the upcoming weekend is either an “A” or a “B”. Also remind the DAs that they are required to work on certain holidays and throughout Finals week until the halls close as needed.

2. RAs
The RA schedule is also set for the entire semester.  Depending upon your numbers, you can schedule several ways.
a. Have RAs assigned to a specific day of the week.  (i.e Monday- Paula, Tuesday-Bob, etc.)
b. Put RAs on a rotation schedule.
c. Randomly put RAs on dates.

You should take into account night classes and try to schedule around those.  Weekends can be tricky as well.  There are two methods for scheduling for this.
a. Split weekend between two RAs.
b. One RA is assigned the entire weekend.

Break duty schedules should be done during RA training.  The best way of assigning duty is by counting up all the break days, divide that number by the number of RAs on staff and that constitutes how many break days each RA should be on duty.  Please emphasize the importance of having coverage in the halls over breaks.  Remind them also that they will be paid for the days that they are on duty.

3. Substitutions
The set schedules should be adhered to as closely as possible; in the event of a conflict a shift exchange may occur.  It is the responsibility of the person originally assigned to the shift to find a replacement and fill out the substitution form.  If for some reason the substitute does not show up it is ultimately the responsibility of the originator.  Thus, it is wise to stress the importance of arranging a reliable replacement.

It is helpful to set some guidelines concerning substitutions such as deadlines for submitting a request for substitution (2 days in advance is generally adequate).  You will avoid a lot of headaches if you do not accept unequal shift exchanges or TBAs (instead of switching shifts, one person will promise to work at a time to be determined later).

Once a substitution has been submitted to you, you should sign off on it (only if you approve; you do not have to automatically approve these requests) promptly and return the pink and yellow copies to the parties involved.  You retain the white copy for your files and record the shift exchange on a log sheet.  This will prove to be helpful when doing payroll.

F. Payroll

Payroll is due every other Tuesday in the Payroll Office located in Business Office at Somsen Hall 205O by 1p.m.  Payroll is not difficult as long as you make sure timesheets are completely fill out (name, SSN, pay period dates, hours worked, the dept. name, account number, signature, and date).  Check the hours against the schedule and substitution records for accuracy.  Initial each form and then have the HD sign the forms.  Finally, enter the hours into the Payroll Database on the HD’s computer.  Also make sure the correct timesheet has been utilized:

 White-Student Help
 Green-Federal Work Study (out of state)
 Orange-State Work Study (MN residents)

Paychecks can be picked up every other Thursday after 9 a.m. at the Student Union desk.  A picture ID is required in order to pick up a check.
 
 

Advising

A. General Information
The role of advisor can be a rewarding, but tough job.  As an advisor it is important that you do not dominate nor control the group and its discussion.  Equally important, however, is the responsibility that you have to convey a sense of enthusiasm and interest in the group and its tasks with which you are working.

It is important to remember that no two people have identical styles as advisors.  Each of us has our own unique style of leadership, of providing feedback and of communicating with others.  The following general suggestions are made to help you in your role of advisor:

  1. The advisor should pay attention to how the group and its leaders operate and progress.
  2. It is the job of the advisor to observe the amount and kind of participation by group members.
  3. The advisor should to observe the effectiveness of the leader and group members.
  4. The advisor should report to the group from time to time on what he/she has observed.
  5. The advisor must be capable of supplying information and facts at the request of the group leader.
  6. The advisor should assist the leader in seeing that all pertinent facts are considered.
   7. The advisor should observe, understand, and facilitate group feedback to discuss the individual needs of group members.

 1. Hints for facilitating a group
  a. How to get and keep people interested
   1. Get and keep everyone participating.
   2. Show your own interest.
   3. Identify and call on interested members first.
   4. Use humor.
   5. Make everyone feel important.
   6. Arouse their curiosity.
   7. Keep a controversial discussion balanced.
   8. Keep your meeting free from distracting influence (don't be doing two
   things at once).
   9. Keep things moving and change the pace.
  b. Steps in thinking through an issue or deciding on an activity
   1. Recognize the issue or the need for an activity.
   2. Define, limit, and clarify it.
   3. Form an opinion or inference about it.
   4. Get facts.
   5. Weigh the facts and revise opinions according to the facts; develop a
   necessary course of action.
   6. Reach a conclusion or solution based on all available facts.
   7. Take action based on the conclusion.
  c. Errors that may be made
   1. Failure to define or limit topic.
   2. Looking for facts before you know what you are talking about.
   3. Jumping to conclusions - forming an opinion without facts.
   4. Failure to weigh facts correctly and revise opinions as a result of bias or
   prejudice.
   5. Inability to reach a conclusion.
   6. Failure to act on conclusions.
  d. To correct these errors a leader can
   1. Present the problem clearly, briefly, interestingly.
   2. Ask for answers, opinions, without supporting reasons.
   3. Try to get all possible answers.
   4. Call for reasons from everybody.
   5. Select answers that have vast popular support.  Ask for reasons for and
   against
   6. When all reasons and facts have been given, lead the group to a decision
   based on facts and plan a course of action.
  e. Steps in making a clear explanation
   1. Describe clearly or show the end product or goal.
   2. State and explain principles on which program is based.
   3. Give a broad overview of it before you begin any detailed explanation
   of steps or parts.
   4. Give detailed explanation of each step.
   5. Summarize:  Review the steps or parts briefly and show how they relate
   to the end product and the principles involved.

 2. Group Suggestions
  a. Responsibility for the group is shared by all members of the group.
 b. Identify with the group and its goals. The only way you will succeed will be if your group succeeds.
 c. Decisions should always be made by the group. The group should set its own
 goals - and decide on the techniques that it should use to accomplish them.
 d. Use methods which will encourage group participation.  Let the group discuss
 frequently in sub-groups.  Bring out minority and individual opinions by asking
 frequent questions of group members.
 e. Be flexible in rules, agenda, and in all proceedings in the group.  You should
 establish an agenda for your meeting, but you should always modify it needed
 f. The group should continually evaluate its progress.  This may be done by
 evaluation sheets, progress reports, suggestions, etc.  The important point is that it
 should be done often, briefly, and well.
 g. Group members should be conscious of the importance of the roles they play in
 the group.  Study the different roles of members, analyze the role you play,
 consciously suggest roles that are helpful to group progress.
 h. Sit so that all members of the group can easily see the faces of all the other
 group members.

B. Hall Council
As you know, Hall Council is a very important part of life in the residence halls; therefore, it is imperative that you take a strong interest in your hall’s officers and floor/house government members.  There is a great variety among the halls concerning the structure of Hall Council, so this manual will not go into specifics.  Check with your HD in order to familiarize yourself with the Hall Council and your role in relation to it.  Here are a few things that you will probably want to do:

1. Set goals at the beginning of the year with your Hall Council.
2. Set a preliminary calendar of events
3. Make sure that your hall council members feel valued (all of their work is voluntary!).
4. Foster a cohesive working relationship between your RAs and Hall Council.  Encourage joint programs.
5. Help your new Executive Board set up their office (do they need supplies?)
6. Show support by not only attending all Hall Council meetings but also by being attentive.
7. If you are having an all-staff social event, occasionally invite your executive board.
8. Have a Hall Council Appreciation Day (don’t forget floor/house reps.)
9. Make sure that your RAs show proper support at meetings.
10. Attend all IRHC meetings.

Supervision

A. First Time Supervision
No matter how confident you may be about your position as an AD, your first several weeks will prove to be a time of great adjustment.  Becoming an AD means that you have taken on a different role on staff.  With this new role comes new responsibilities, the biggest of which is supervision.

Supervision can be difficult at first, especially if the people you are supervising your peers.  Basically, you will have to develop a style of your own, one that works for you and those around you.  Do not expect perfection!  There will be challenges while adjusting to your new position.  Remain true to yourself and treat your staff as you wish to be treated.

B. Tips for Successful Supervision
1. Get to know your staff
  They’re human beings with different personalities, ambitions, prejudices, and
 circumstances.  You can motivate your people and win their commitment if you
 understand them and treat them as individuals.
2. Set the ground rules early
State your specific expectations (in writing), negotiate them with your staff, and hold to them.
3. Give clear and complete instructions
  Thoroughly explain how you want things done; even the obvious needs to be
 mentioned.
4. Follow up on assigned tasks
  Always be clear who is to follow up on tasks.  Then establish and enforce specific
 deadlines for accomplishment of those tasks.
5. Explain why
 Of course, many routine directives need no explanation; but for one-time projects,
 new assignments, and high-pressure jobs, explain the goal.  That way, you turn a
 negative attitude into cooperation.  You also tap the other person’s expertise.  The
 AD may draw on his/her special experience and knowledge to suggest ideas that
 will yield better results.
6. Admit to your own mistakes
  You are not expected to be perfect, Admitting errors also has an added benefit; it
 gives staff permission to admit their own wrongdoing.
7. Give praise when it is merited
  People are hungry for praise.  Your staff will respond with loyalty and more
 effort.  A lack of recognition could lead to an apathetic attitude.
8. Criticize constructively and privately
 Confront staff members as situations occur.  Do not wait for problems to build up
 before you react.  Confront in private when you can deal with the issue calmly
 and rationally.
 
9. Supply feedback and begin evaluation early
 You can often avoid major criticism if you provide your staff with enough
 feedback.  This allows people to learn skills and pick up nuances they need to
 improve their performance.  Continual feedback also makes the formal evaluation
 process easier later on and ensures that there will be no surprises for the
 employee. Keep a file on every staff member.
10.  Share information
  Except when confidentiality is required, pass on departmental information that
 affects your staff.
11. Listen
  Give people the opportunity to respond to your plans and come up with ideas.
 You may learn about potential problems and necessary improvements.
12. Avoid playing favorites
 Treating everyone equally is important for staff morale.
13. Relate to staff
 Don’t treat the staff as subordinates. Don’t forget you were once an RA. You are
 also just a student like them.
14. Learn to delegate
  Too many supervisors try to do too much and end up frustrated and overworked.
 To delegate successfully, you must be willing to give staff the direction needed to
 be successful and the authority to carry out their assignment
15. Teach your staff the chain of command
 If they feel that you, as their immediate supervisor, have been unfair, they should
 be encouraged to inform you that they plan to talk to the next person in the chain
 of command.
16. Keep your personal and professional relationships separate
  Make sure to establish the line between friendship and work. Don’t let that person
 use the friendship to avoid responsibilities.
17. Focus on being respected, rather than on popularity
   One reason new supervisors have trouble keeping their distance is the natural
  desire to be liked. Make sure to do your job and not be taken advantage of.

C. GOALS as a Supervisor
 1. Why Goals are Important
  a.  Reduces frustration
  b.  Gives direction/purpose
  c.  Provides structure/control
  d.  Provides a sense of accomplishment
  e.  Facilitates communication
  f.  Definite expectations are set
 2. How to Set Goals
  a.  Visualize what the desired outcome will be.
  b.  Get agreement and commitment; involve others when appropriate and
    possible.
  c.  Move from general to specific.
  d.  Initiate an action plan; develop a series of specific, measurable strategies with
  target dates for accomplishment.
  e.  Get agreement and commitment once again.
  f.  Review and continually update
 3. Rules for Goal Setting
  a.  Write them down--reread, remind, prioritize.
  b.  Take time to quietly think, with your head and your heart, about what you
  want to achieve.
  c.  Write down goals in the first person and present tense.
  d.  Write goals briefly, so they can be re-read in a short amount of time.
  e.  Set target dates to accomplish action plan and goals, and state what you want
  to happen.
  f.  As you read your goals, imagine how good you will feel as you achieve them.
  g.  Look at your behavior--does your behavior match your goals?
  h.  Always take time to catch yourself doing something right toward achieving
  your goal.
  i.  Share your goals with others so they can possibly assist you in reaching your
  goals.

D. Evaluation
The WSU Department of Residence Life believes that an evaluation process is an important learning tool and helps to improve the individual awareness of their performance.

Each of us will be growing from our present level of competency to higher levels throughout the year.  As a team we owe it to each other to provide input and feedback that will allow us to become increasingly more productive members of our team.  Therefore, we must be frank with each other at evaluation time because not doing so may impair someone from attaining the level of achievement they are capable of.  In being honest with each other, however, we must recognize several other factors listed below.

  1. The importance of confidentiality
  2. The need to accentuate the positive
  3. To be aware of each others' feelings
  4. Keep in mind students' needs and that we work for them.

Your HD will provide RA evaluations at least once a semester. The DA evaluation (Ex #)
are available at Housing.

1. Tips for evaluating
a. Let the employees know well in advance what they will be evaluated on (show them the form that you use) and how you, the supervisor, interpret the rating scale.
b. Be as objective as possible, taking care to evaluate the employee’s performance, not personality.  It is important to separate your personal feelings.
c. Be sure to have sufficient documentation to support your ratings, using quantitative measures to the degree possible.
d. Base the evaluation on observable characteristics and accomplishments.
e. Do not let hearsay concerning an employee influence your ratings.  It is important to investigate rumors and complaints, but this should take place prior to an evaluation.
f. Employees should always be informed of a performance problem and given an opportunity to respond and improve.  Ideally, this should happen before the evaluation process and a plan worked out for improvement.  The employee should never be surprised by his/her evaluation.  Progress, or lack of progress, toward improvement should be noted in the evaluation.
g. Attitude plays a big role in an employee’s success on the job and contribution to the team effort.  This should be evaluated along with specific job skills/tasks.  Be prepared with specific examples of how a poor attitude (or a positive one) has been evidenced by the employee.
h. Evaluations are stressful for most employees and supervisors.  Being prepared in advance with specific examples and documentation to support your ratings will help you.  Employees will feel more at ease if there are no surprises and if you encourage them to participate in a dialogue with you about how they see themselves measuring up.
i. As part of the evaluation meeting, set mutually agreed upon objectives and goals for the future and formulate behaviorally observable objectives.

E. Discipline (Ex #32)
Occasionally you will have to discipline a staff member.  Make sure you understand the impact this will have on the staff and the individual.  Make sure to keep your HD inform of all developments. The following is a list of tips:
1. Talk to the individual in private.
2. Obtain all the facts and utilize only the facts.  Rumors and hearsay should be treated carefully.  Ask the employee if the rumors are true.  If the employee denies the rumors and you cannot substantiate them, deal only with the facts.
3. Determine whether the employee knew that the action or lack of action was a violation of the contract or job description.
4. Restrict the discussion to the facts, keeping personalities out of it.
5. Communicate to the individual that a failure or error does not void past accomplishments or label the individual “bad”.  By the same token, the present concern cannot be ignored because of past accomplishments.
6. Remain calm.  Avoid prejudging.  Perhaps there are circumstances of which you were unaware.
7. Allow the employee to express his/her views and feelings.  Explore the individual’s view of the problem and of how you can assist in its correction.
8. Reach agreement on the facts.
9. Select and carry out the appropriate sanction.
10. Meet again with the employee to evaluate progress.  Positive feedback may be offered prior to the meeting if you have noticed improvement.
11. Document all action.
12. Discipline consistently with all employees.

F. Termination
The WSU Department of Residence Life is dedicated to the development of the individual.  It is to our benefit to assist each staff member if they are having difficulties.  Ensure that you have explained to the staff member all the steps in disciplining and termination.  Never terminate without the feedback from the HD.

In most cases, the employee should leave the job by mutual agreement.  This is accomplished by working with the individual to ensure that he/she understands his/her shortcomings and is unwilling or unable to change.  In most cases, the employee will recognize the situation and offer a resignation.  If termination by mutual agreement is not possible, take action to dismiss the individual using proper documentation.  It is extremely destructive to all staff members when one individual is not living up to the expectations of the job or the group but continues to hold the position because the supervisor is willing or unable to take appropriate action.

1. Tips for termination
a. The employee should never be surprised by the termination.
b. Never terminate in anger.
c. Be certain that training or instruction to improve was complete and understood.  Put it in writing.
d. Except in cases of gross misconduct, be certain that you have given the employee a reasonable period of time to demonstrate potential for meeting responsibilities.
e. Always discuss your intent to terminate with your supervisor prior to announcing it to the employee in question.
f. Make certain you have appropriate documentation to support your decision to terminate.
 
 
 
 

2. Staff Discipline Guidelines

These are only possible sanctions which may occur.  Additional infractions such a noise violations, misuse of masters, etc. will be dealt with by the HDs and the Director of Housing should they occur. Note:  These are guidelines only--a range of consequences encompasses each offense and each situation.

             Infraction                                   1st                            2nd  3rd

             1.  Unexcused absence from           Written reprimand     Written reprimand      Discharge
              Staff Meeting / Training                   and hall “extra”           and Probation
 
             2.  Reporting to duty under                     Discharge
             the influence of alcohol/drugs

             3.  Failure to follow                        Written reprimand           Discharge
             Supervisor’s orders                           and Probation

             4.  Unsatisfactory grades or               Written reprimand         Discharge
             failure to make satisfactory                      and probation
             progress

             5.  Unauthorized absence                    Written reprimand            Suspension or
                                and Probation                  Discharge

             6.  Failure to enforce rules                  Written reprimand            Suspension or
             or policies of the University                      and Probation Discharge

             7.  Failure to complete paper-             Written reprimand       Sanctions and/or   Discharge
             work or turn in on time                                   Probation

              8.  Failure to comply with  Discharge
              University policies and rules (drugs, alcohol)

9. Misuse of Master keys                          Written reprimand        Discharge
       and probation
 
Programming

The WSU Housing and Residence Life Department follows a 7-part wellness programming model (SPICES). Refer to the RA manual for more information  The 7 areas of wellness are as follows:
 
 
 
 
 
 
 
 
 
 
 
 

This wellness model will serve as a loose structure for all staff residence hall programming.  This model was chosen because it ensures “total hall programming” in educating the whole person.  Since each hall has different needs and diverse student populations, each individual staff will determine specific programming expectations.  The following are some guidelines for the halls to use in setting expectations:

1. Quality is more important than quantity.
2. Evaluate the needs of the hall when setting expectations.
3. Understand that there are different needs at various times throughout the year.
4. Set week-to-week requirements (this may be more beneficial to RAs and residents).
5. Encourage team programming (with Hall Council, Floor/House Reps, other RAs, and student organizations).

1. Programming Reports
The RA should fill out Program/Community Builder Reports either on the webpage or on paper before every program/community builder or program that takes place.  Establishing deadlines for when the reports must be turned in by (i.e. 48 hours after program takes place) helps keep the RAs on track and yourself caught up!  The programming database maintains your records and creating quick and efficient reports, so be sure to update it weekly.

2. Resources
a. Go to the IRHC office and ask to look at the RFIs (Resource File Indexes)
b. Think back to the programs that you did as an RA.
c. Refer your staff to student organizations or various departments on campus.
d. Check the calendar to see if there is a certain holiday or event that could be programmed around.
e. Look through past AD programming reports for programs.
f. Check the campus activities schedule for concerts, lectures, etc.
g. Search through packets that you have received at conferences (e.g. UNI, Central Missouri State, MACURH, St. Cloud, ACUHO, etc.).
h.  Use the Faculty Mentoring Program
1. The Adopt-a-faculty program is designed to involve the faculty in the
students’ life outside of the classroom setting. A faculty member will be assigned to a RA. The RA will be responsible for involving the faculty member in programs, dinners, and any activities for their floor/hall. There will be a social in August/September to introduce the participants.
2. The Program Resource Packet is yet another way to get the faculty/staff into
the residence halls. The packet will contain several programs and workshops the WSU faculty/staff have volunteered to put on in the residence halls. They can vary from creativity to business. Each RA will receive this packet as yet another resource for them. They will be responsible to get in touch with the faculty/staff member and set up dates/times/location.
i. Surf the internet for web sites like www.residentassistant.com
 

Closing

A. HD/AD Relationship

As an AD you will be working exceedingly close with your HD.  Because of this, it is of the utmost importance that you develop a sound working relationship.  Before the year even gets underway, you will want to sit down with your HD and review your expectations of one another.  This will most certainly make things easier in the long run.

Another possibility to develop your relationship is to complete a Hall Director/Assistant Hall Director Team Sheet (Ex #33). Primarily, the most important factor in the HD/AD equation is to communicate.  As long as you are honest with one another, you will be able to provide the services needed to the residents and also create a great team.
 
 
 

In closing, we hope this manual has given you the building blocks to succeed in the AD position. Remember to use the resources available to you. You were chosen because of your skills and motivation to better improve the WSU Residence Life program.  Push yourself to go above and beyond the expectations, but don’t forget to have a good time.  This is an opportunity of a lifetime.  Good Luck!!!
 
 
 
 
 
 
 
 
 
 
 
 

Examples