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   Strategic Direction 

 

A shared direction for the Fraternity, Leadership Foundation, staff, and volunteers-strengthening lifelong pathways and trusted partnerships. 


The Strategic Direction starts with Delta Sigma Pi’s Enabling Conditions. Enabling Conditions are the organizational capacities that make long-term strategic success possible. Unlike strategic outcomes, they are not destinations to be achieved but capabilities to be maintain, which allow the organization to look beyond immediate operational demands and consistently pursue its longer-term aspirations.

 

With the Enabling Conditions as a baseline, Deltasig leaders can look ahead to our Outcomes, and their corresponding goals and the plans that will bring them to fruition. Outcomes are the long-term results Delta Sigma Pi hopes to achieve.

 

Our Direction

ALifelong Pathways for Growth, Connection, Leadership, and ContributionBValued and Trusted Partnerships

Strategic Outcomes

Outcome A: Lifelong Pathways for Growth, Connection, Leadership, and Contribution

Delta Sigma Pi delivers a compelling offering of experiences that members value.

Goals and Measures

Goal 1Becoming a Deltasig
  1. At least 90% of newly initiated members complete all aspects of the standardized pledge education program
  2. By 2029, 30% of collegiate members attend an inter-chapter or national Fraternity event within one year of initiation
  3. 75% of collegiate members are affiliated with a chapter meeting established standards for chapter health and member experience
Goal 2Career Advancement and Professional Growth
  1. 40% of graduates complete a first destination survey with 75% of respondents reporting Delta Sigma Pi contributed to their career readiness and transition into the professional world
  2. 65% of alumni survey respondents report that Delta Sigma Pi has contributed to their continued professional growth through skills, opportunities, or connections
  3. Each biennium, 1,000 alumni participate in Fraternity-sponsored professional development programs
Goal 3Community and Connection
  1. 60% of survey respondents report feeling a sense of connection to the Deltasig community
  2. 75% of alumni survey respondents report maintaining personal or professional connections with other Deltasigs during the past year
  3. Annually recognize at least 200 alumni members with 10, 25, 50, and 75-year service awards
Goal 4Leadership and Service Pathways
  1. 20% of participants in work groups and advisory panels are collegiate members
  2. 80% of possible delegates represented at meetings of the provincial councils and Grand Chapter
  3. 65% of volunteers report receiving the preparation and support needed to effectively perform their roles, and 75% report that their service was meaningful and a worthwhile use of their time
  4. No more than 30% of chapters have individuals simultaneously serving in multiple alumni or collegiate chapter officer roles
  5. Not exceed 20% of vacant District Director and Regional Vice President roles in a given academic year
Goal 5Giving and Legacy
  1. Leadership Foundation exceeds $1 million in annual grants and scholarships paid by 2037
  2. By 2028, 1,200 members contribute financially to the Leadership Foundation annually
  3. 250 alumni members annually share specialized professional skills and knowledge in support of chapters and members
  4. 1,000 alumni members contribute time through Delta Sigma Pi volunteer opportunities annually

Outcome B: Valued and Trusted Partnerships

Professional, education, and community leaders actively seek out Delta Sigma Pi as a partner in developing leaders, advancing careers, and strengthening workplaces, campuses, and communities.

Goals and Measures

Goal 1Community and Industry Partners
  1. 60% of chapters are acknowledged annually by their host institutions or communities through awards or other public recognitions
  2. 50% of chapters annually collaborate with a campus, community, or industry organization on a program or event
  3. Increase the number of community and industry organizations partnering with Delta Sigma Pi nationally each year
Goal 2Brand Recognition and Reputation
  1. 75 individuals annually choose to affiliate with Delta Sigma Pi through faculty or honorary initiation
  2. Delta Sigma Pi receives at least three external recognitions biennially from peer, professional, education, or community organizations

Results across Delta Sigma Pi

National

 

Results Not Yet Provided

 

Member Experience

Reported ResultNational Plan Target
First-Year Event ParticipationTarget: 30% by 2029
Connection to the Deltasig CommunityTarget: 60% of survey respondents
Continued Professional GrowthTarget: 65% of alumni survey respondents
Member Experience Measures
Measure and Population Result National Plan Target
First-Year Event Participation
Collegiate members attending within one year of initiation		 Target: 30% by 2029
Connection to the Deltasig Community
Survey respondents reporting a sense of connection		 Target: 60% of survey respondents
Continued Professional Growth
Alumni survey respondents reporting continued growth		 Target: 65% of alumni survey respondents
All Measures
Measures for the selected reporting view and period
Measure and Population Result National Plan Target Reporting History
Completion of Standardized Pledge EducationNewly initiated members completing all aspects of the standardized pledge education program, attributed to their initiating collegiate chapter. At least 90% of newly initiated members complete all pledge education requirements
First-Year Event ParticipationCollegiate members attending an inter-chapter or national Fraternity event within one year of initiation; the approved initiation cohort must have a complete one-year observation window. 30% of collegiate members attend an inter-chapter or national event within one year of initiation by 2029
Members Affiliated with a Chapter Meeting StandardsCollegiate members in the selected aggregate scope affiliated with chapters meeting the established chapter health and member experience standards. 75% of collegiate members belong to a chapter meeting established health and experience standards
First Destination Survey ParticipationGraduates in the approved graduating cohort completing the first destination survey, attributed to their collegiate chapter at graduation. 40% of graduates complete a first destination survey
DSP Contribution to Career ReadinessFirst destination survey respondents reporting that Delta Sigma Pi contributed to their career readiness and transition into the professional world; the denominator is respondents, not all graduates. 75% of first destination survey respondents report DSP contributed to career readiness and professional transition
Continued Professional GrowthAlumni survey respondents reporting that Delta Sigma Pi contributed to continued professional growth through skills, opportunities, or connections, using approved alumni scope affiliations. 65% of alumni survey respondents report continued professional growth through DSP
Alumni in Fraternity Professional DevelopmentDistinct alumni participating in Fraternity-sponsored professional development programs during the biennium, using approved alumni scope affiliations. 1,000 alumni participate in Fraternity professional development each biennium
Connection to the Deltasig CommunitySurvey respondents reporting a sense of connection to the Deltasig community, using approved collegiate or alumni scope affiliations. 60% of survey respondents feel connected to the Deltasig community
Alumni Maintaining Deltasig ConnectionsAlumni survey respondents maintaining personal or professional connections with other Deltasigs during the past year, using approved alumni scope affiliations. 75% of alumni survey respondents maintained Deltasig connections during the past year
Alumni Receiving Milestone Service AwardsDistinct alumni receiving 10-, 25-, 50-, or 75-year service awards during the reporting year, using approved alumni scope affiliations. At least 200 alumni recognized annually with milestone service awards
Collegiate Participation in Work Groups and PanelsParticipants in enterprise work groups and advisory panels who are collegiate members; the denominator is participants in those designated groups. 20% of work group and advisory panel participants are collegiate members
Delegate Representation at Council and Grand Chapter MeetingsPossible delegates represented at the relevant provincial council or Grand Chapter meetings, with eligible delegates and meeting categories defined by the approved reporting source. 80% of possible delegates represented at provincial council and Grand Chapter meetings
Volunteers Receiving Preparation and SupportVolunteer survey respondents reporting preparation and support needed to effectively perform their roles, using approved volunteer role scope assignments. 65% of volunteers report receiving the preparation and support needed for their roles
Volunteers Finding Their Service MeaningfulVolunteer survey respondents reporting that service was meaningful and a worthwhile use of their time, using approved volunteer role scope assignments. 75% of volunteers report meaningful service and a worthwhile use of their time
Chapters with Overlapping Officer CommitmentsAlumni or collegiate chapters in the selected aggregate scope with individuals simultaneously serving in multiple alumni or collegiate chapter officer roles. No more than 30% of chapters have individuals holding simultaneous chapter officer roles
Vacant District Director and Regional Vice President RolesDistrict Director and Regional Vice President roles in the selected aggregate scope that are vacant during the approved academic-year reporting window. No more than 20% of District Director and Regional Vice President roles vacant in an academic year
Foundation Grants and Scholarships PaidAggregate Leadership Foundation grants and scholarships paid during the reporting year, distinguished from the narrower Fraternity program grants measure. More than $1 million in annual grants and scholarships paid by 2037
Members Giving to the Leadership FoundationDistinct members contributing financially to the Leadership Foundation during the reporting year, using approved member scope affiliations. 1,200 members contribute to the Leadership Foundation annually by 2028
Alumni Sharing Professional SkillsDistinct alumni sharing specialized professional skills and knowledge in support of chapters and members during the reporting year, using approved alumni scope affiliations. 250 alumni share specialized professional skills and knowledge annually
Alumni Contributing Time through Volunteer OpportunitiesDistinct alumni contributing time through Delta Sigma Pi volunteer opportunities during the reporting year, using approved alumni scope affiliations. 1,000 alumni contribute time through DSP volunteer opportunities annually
Chapters Receiving Public RecognitionChapters in the selected aggregate scope acknowledged by host institutions or communities through awards or other public recognitions during the reporting year. 60% of chapters receive institutional or community recognition annually
Chapters Collaborating with External OrganizationsChapters in the selected aggregate scope collaborating with a campus, community, or industry organization on a program or event during the reporting year. 50% of chapters collaborate on a program or event with an external organization annually
National Community and Industry PartnersDistinct community and industry organizations partnering with Delta Sigma Pi nationally during the reporting year; approved partnership inclusion criteria are required. Increase the number of national community and industry partner organizations each year
Faculty and Honorary InitiatesDistinct individuals affiliating with Delta Sigma Pi through faculty or honorary initiation during the reporting year, attributed to the approved initiating chapter. 75 individuals affiliate through faculty or honorary initiation annually
External Recognition of Delta Sigma PiExternal recognitions received by Delta Sigma Pi from peer, professional, education, or community organizations during the biennium; chapter recognitions are separately reported. At least three external organizational recognitions each biennium

Enabling Conditions

01Financial Stewardship

Strengthen financial stewardship and accountability through sound financial management policies, controls, transparency, risk oversight, and reporting.

02Effective Governance

Strengthen governance effectiveness through cultivation, onboarding, development, evaluation, and ongoing governance education of board members.

03Clear Roles and Accountability

Clarify decision rights, accountability, and delegation so that boards govern through outcomes, priorities, and oversight, while staff and volunteers implement within their delegated authority.

04Strategic Insight and Learning

Strengthen strategic insight and organizational learning by developing the capacity to gather, analyze, and interpret information about members, organizational performance, and the external environment to support better decision-making over time.

05Planning and Measurement

Strengthen enterprise-wide planning, measurement, and reporting so boards, staff, and volunteers have the information needed to fulfill their responsibilities and make informed decisions.

06Sustainable Capacity

Strengthen organizational and volunteer capacity by ensuring critical functions are appropriately staffed, supported, and sustainable over time.

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