During the 2014-16 biennium, Tri Delta’s leadership, volunteers and staff have given generously of their time, talent and treasure to advance our Purpose and to sustain our sisterhood for future generations. On behalf of the Executive Board, I am pleased to share highlights of the work we accomplished together and respectfully submit this State of the Fraternity Report.
Much of the Executive Board’s strategic work in 2014-16 was focused on realigning Tri Delta’s entities for more efficient and effective operations, as well as stronger collaboration. A significant piece of this work was the dissolution of The Center for Living, Learning and Leading and the integration of the Center’s functions into the Fraternity (educational programs) and the Foundation (fundraising and housing campaigns). The Center and its affiliated entity, The Center Consulting Company, ceased operations at the end of the 2014-15 fiscal year, July 31, 2015.
At that time, the Executive Board, in close collaboration with the Foundation Board of Trustees, National House Corporation Board and Tri Delta’s Executive Leadership Team (led by Executive Director Karen Hughes White), developed three overarching, enterprise goals to help guide our work:
- Operate Tri Delta’s collegiate and alumnae chapters and the entities that support them effectively and efficiently
- Ensure a relevant and meaningful lifetime membership experience for Tri Delta’s members
- Sustain and grow our sisterhood in accordance with our Founders’ Purpose
From there, the Executive Board began work on a strategic plan framework, designed to inform business and budget planning for the enterprise. The Board engaged an outside consultant to assist in the development of this framework. Paula Berezin, principal of Social Capital Partnerships, provided expert guidance, along with visibility into the concurrent branding project on which Social Capital partnered with the branding firm Holland-Mark to reinvigorate Tri Delta’s brand. (More on that later.) Aligning the brand work with the strategic planning project proved extremely beneficial and helped shape the framework. This framework will be introduced to the membership in the 2016-18 biennium.
In addition, the Executive Board charged its Standing Committees and staff with tall orders this biennium – with a focus on efficient and effective operations, the member experience and growth. The Board also commissioned a number of Innovation
Teams to work on specific organizational issues and challenges, and the National Panhellenic Conference Delegation with working on challenges facing our Panhellenic communities. Similarly, the Board tasked the staff with “deep dives” into various areas of the Fraternity’s business, including extension, recruitment, large chapter operations, struggling chapter interventions and
Tri Delta’s policies and procedures.
You can find links below to final committee/team/staff reports with key findings.
In addition, Tri Delta’s companion entities – the Tri Delta Foundation and the National House Corporation – also had a busy and successful biennium:
- The Tri Delta Foundation, led by Board President Ginger Hicks Smith, Emory, saw a record number and dollar amount of scholarships awarded to deserving sisters and increased grants to the Fraternity. In addition, at the request of the Fraternity, the Foundation took over the management of housing campaigns and the operation of the Life Loyal program. As a result of this successful collaboration, the Fraternity has invested $4 million collected in Life Loyal fees and investment income to create a new unrestricted scholarship fund that will award a minimum of 40 new, $3,000 scholarships annually.
- National House Corporation, led by Board President June Kraft Hilton, Rhode Island, also enjoyed significant growth this biennium. NHC facilitated major renovations of the chapter houses at South Carolina and Mississippi State, completed nearly $2.5 million in summer projects and increased its support for local house corporations. With an eye toward the future, NHC has been focused on its long-term strategic plan, including the completion of comprehensive property assessments, the development of capital expenditure plans for Tri Delta’s properties and the acquisition of new properties.
As we prepare for the 2016-18 biennium, please accept the Executive Board’s sincerest thanks for your steadfast support of Tri Delta and please join us in recognizing the “purposeful” work completed by our committees, innovation teams, staff and sister entities. Together, we are ensuring that Tri Delta – and the perpetual bonds of friendship our members share – continues to thrive.
Phyllis Durbin Grissom, Southern Methodist