Approved August 12, 2016
Delta Sigma Pi Purpose
Delta Sigma Pi is a professional fraternity organized to foster the study of business in universities; to encourage scholarship, social activity and the association of students for their mutual advancement by research and practice; to promote closer affiliation between the commercial world and students of commerce, and to further a higher standard of commercial ethics and culture and the civic and commercial welfare of the community.
Strategic Priorities 2016 - 2021
I. Member Education: Equip members to excel as ethical leaders on campus and in the community
- Provide leadership development training for collegiate and alumni chapter officers, with at least 90% of chapters participating annually
- Provide leadership development training for District Directors, with at least 90% of chapters served by a trained District Director annually
II. Membership Growth: Attract and retain diverse students and community leaders
- Expand to at least 250 active campuses
- Ensure at least 90% of collegiate chapters have at least 30 active members
III. Member Engagement: Provide members with meaningful involvement opportunities at every stage of life
Engage 20,000 alumni annually as volunteers, donors, national event participants, or supporters of chapter or national activities
- Cut collegiate member attrition rate by at least 50%
IV. Organizational Excellence: Strengthen infrastructure to support priorities
Enhance Fraternity/Leadership Foundation relationship and Foundation staff support model
- Enhance Fraternity organizational structure and staff support model
About the Priorities
These priorities reflect the primary areas of focus for the Fraternity (from now through June 2021) and signal how each of us -- board members, staff, committees, alumni, and students -- can contribute our support to the Fraternity's purpose.
The first priority is about educating members to stand out on campus and beyond by developing them into effective leaders and team members. This starts with the recruitment and pledging processes, but also includes training for collegiate members, faculty and administration, alumni members, and volunteers. This education consists of Fraternity education, such as Ritual, core values, and policies and procedures. But it also includes those skills needed for success in academic, career, and volunteer pursuits.
The second priority is about growth, though not for the sake of growth. At the micro level, chapters need enough active members to spread the workload and to provide unique perspectives. Nationally, a highly visible collegiate and alumni chapter footprint helps lead to greater brand recognition, opening the door to more opportunity in our communities and in the corporate world. These two dimensions of growth happen best when the Deltasig experience is highly sought after by diverse business students and faculty members. As each of us is an ambassador for the Fraternity (both in our positive and negative conduct), we all have the ability to show those around us why it is not only desirable for students of business to join Delta Sigma Pi, but how employing or collaborating with Deltasigs is of great benefit.
Number three is about lifelong member engagement. This starts on campus, where we can reduce the number of expulsions and voluntary withdrawals by ensuring that our recruitment, member education, and conflict resolution processes are effective. But the alumni experience is at the core of this priority. We must better understand the many ways in which alumni are and want to be involved, and better promote engagement opportunities aligned with varying alumni interests and experiences which do not require daunting time, financial, or travel commitments. Doing so will enable collegiate members to have a better sense of how they can augment their collegiate experience by reaching out to alumni and how they can shape their own alumni experience as their family and career obligations change.
The final category is about infrastructure. Some efforts will require organizational changes to maximize outcomes. We will consider how our laws, staffing structure, fraternity/foundation partnership, technology, and volunteer roles and responsibilities necessarily evolve so we can accomplish our goals.