GAMMA PHI BETA CONVENTION REPORTS 2018

Transcription

1 GAMMA PHI BETA CONVENTION REPORTS 2018

2 GAMMA PHI BETA CONVENTION REPORTS 2018 INTERNATIONAL COUNCIL REPORTS 3 A Letter from International President Annabel Jones 4 International Council WORKFORCE REPORTS A Letter from Executive Director Meagan Wick 9 Finance and Facilities Division Report 10 Marketing and Communications Division Report 13 Member Experience Division Report 17 Risk and Policy Division Report 25 Panehllenic Department Report 27 GAMMA PHI BETA FACILITIES MANAGEMENT COMPNAY REPORT 31 GAMMA PHI BETA FOUNDATION REPORT 35 STRATEGIC PLANS 39 Gamma Phi Beta Sorority Strategic Plan 40 Facilities Management Company Strategic Plan 41 Foundation Strategic Plan 42 REPORTS OF ACTION ADDRESSING RESOLUTIONS ADOPTED AT CONVENTION Resolution Resolution Resolution Resolution Information contained in this report is current through May 1,

3 INTERNATIONAL COUNCIL REPORTS INTERNATIONAL COUNCIL REPORTS 3

4 INTERNATIONAL COUNCIL REPORTS A Letter from International President Annabel Jones Dear Sisters: The biennium has been one of achievement, change and the prospect to turn the challenges and threats facing our industry into opportunities or a fortified future. The Sorority embarked on a great change in 2015, solidified by the adoption of dozens of changes to our Bylaws at Convention 2016 as we started the journey from an operational board governance model to a strategic policy governance model. With great collaboration between our volunteers and International Headquarters staff our workforce we methodically transitioned the oversight of department work from members of International Council to members of our workforce. Our workforce, led by Executive Director Megan Wick, is responsible for executing the vision of International Council through the day-to-day operations of the organization. Organizational and cultural change is never easy. There were some bumps along the way, but our intrepid teams found a learning opportunity around every corner helping to make us a stronger, more resilient organization. On behalf of International Council, thank you for your trust, patience and feedback as we embark on a journey that will make Gamma Phi Beta a nimbler organization, poised to create and deliver a member experience that makes us all proud to call ourselves Gamma Phi Betas. Throughout this document, you will find reports from our International Council, workforce, Facilities Management Company and Foundation teams. These reports outline the operations of our teams, guided by the strategic plans of our respective entities. You can view our strategic plans starting on page 39. You can also view quarterly updates about strategic plan progress in the My Members News section of GammaPhiBeta.org. Our many successes don t hide the challenges we face. The past two years have been tough for our community. Contraction in both membership numbers and prospects for opening new chapters; tragic deaths of young people taken senselessly and too soon; system-wide shut downs of fraternity and sorority life. All of these examples represent a change in how we must operate as an organization to remain relevant and strong. We exist to give women a place to call home and a lifetime of sisterhood and friendship. We work hard everyday to provide our members of every age access to leadership, philanthropy and sisterhood. We will not waver in our efforts to preserve the sorority experience and the Gamma Phi Beta experience for generations of strong women to come. It has been my honor to serve as your International President. When I started this journey, one of my goals was to lead an organization that values and exhibits a culture of communication, transparency, inclusiveness and relevance. I have implemented many strategies and tactics to help meet this goal, and I hope you can see and feel the importance of this over the past two years. Perhaps my favorite tactic has been to connect with at least five Gamma Phi Beta members via phone, or social media each week. Being able to say thank you, hear your ups and downs and to simply connect with members the reason we all work so hard to make Gamma Phi Beta the best she can be is a true gift. In IIKE, Annabel M. Jones International President

5 INTERNATIONAL COUNCIL REPORTS International Council The biennium represented a time of change, learning and development as International Council (IC) focused on carrying the Sorority through the end of our transition to a strategic policy governance structure, which officially occurs on August 1, While the work to this new structure started in 2015 and was solidified with Bylaws amendments in 2016, the International Council was responsible for actualizing the strategic policy governance structure and putting into place processes and procedures that will allow future International Councils the framework to operate successfully in this new paradigm. To that end, the work of the International Council was primarily focused on the following areas International Council Executive Director Search and Hiring We were pleased to welcome Megan Smiley Wick (Washington State) as our new executive director in June Megan unequivocally met the criteria IC was looking for in our next executive director. Outside of her deep knowledge of the organization at all levels, Megan is a natural leader and a strategic and visionary thinker. Not only has Megan devised and implemented many new Sorority programs, from Fidelity and REAL Leadership to our partnership with the Fraternal Health and Safety Initiative, she has diligently led Gamma Phi Beta through our transition from an operational board model to a strategic policy governance board. We have full confidence in Megan s skills, abilities and background in leading our workforce in executing our mission and vision. Governance Transition The development of the infrastructure and processes necessary to support the Sorority s August 1, 2018, change to strategic policy governance focused on the following: Department transitions were integral to the success of transitioning department oversight from individual members of IC to members of the workforce. The International Council meeting structure and process was evaluated to adopt several new practices and procedures in order to facilitate the governance change. These included: The creation of governance-focused IC meeting agendas that are specifically focused on strategic plan priorities, objectives and outcomes. Active participation by the Sorority s staff managing directors in all IC meetings. The development of regular and robust Executive Sessions at all IC meetings. The creation of a process to include appropriate stakeholder feedback in all proposals presented to IC, thereby making it easier for IC to stay focused on the big picture and not the day-to-day details. The creation of a more robust consent agenda for use at IC meetings, recognizing meeting efficiency and allowing IC to spend more time on strategic and generative work. To aid in transparency, we created a comprehensive new section on GammaPhiBeta.org called My Member News with more detailed information on both workforce and IC activities. We created a process where each staff managing director and the NPC delegate begin each IC meeting with a division or department presentation, thereby providing IC with an understanding of our day-to-day successes, challenges and progress. We implemented annual board evaluation of International Council. To ensure IC members remain connected with our membership, we proactively capitalized on the opportunity to connect with chapters in person at Founders Day and special celebrations. In addition, IC members attended REAL Leadership Conferences. In total, IC members connected with 40 collegiate and alumnae chapters during the biennium. 5

6 INTERNATIONAL COUNCIL REPORTS International Council Committee Development Charters for the following IC, Sorority and special committees were developed: Awards This standing committee with two subcommittees makes recommendations to IC for certain alumnae individual awards and all Sorority Convention awards. Bylaws This standing committee assists IC in the maintenance and accuracy of the Sorority s governing documents and the presentation of amendments to the Articles of Incorporation and Bylaws at Convention. Extension This standing committee assists IC in its collegiate extension decisions. Finance This standing committee assists IC in the oversight of: The integrity of the consolidated financial statements of the Sorority; The independent auditor s qualifications, independence and performance; Achievement of the Sorority financial objectives; The Sorority s investments; Compliance by the Sorority with financial legal and regulatory requirements; Development of the Sorority s policies and practices with respect to major financial risk exposures. Governance and Personnel This IC member committee assists IC in the oversight of: Annual self-evaluation; On-boarding of IC members upon election; Continuous education of IC members in the areas of fiduciary, strategic and generative governance; Review of specific working documents; Personnel issues concerning the executive director and staff material benefits changes. Leadership Development This special committee is charged with creating a leadership strategy to best prepare future leaders for highest-level service within Gamma Phi Beta. Membership Review This standing committee reviews requests for international disciplinary action, status changes and requests for granting alumna status under special circumstances. The committee also reviews and approves applications for alumnae initiates. Ritual and History This standing committee serves as a resource for all ritual matters and to preserve the history of Gamma Phi Beta. Technology This standing committee assists IC in its oversight of the Sorority s technology opportunities and resulting financial obligations and technology investments and operational technology risk. All committees are currently operating pursuant to their respective charters. These charters are annually reviewed by the committee as well as the Governance and Personnel Committee to ensure the committees are operating at peak performance and addressing the Sorority s current needs. Strategic Plan Review and Update IC created a process for ongoing review of the Sorority s strategic plan progress. This change in process removed IC as owners of our strategies and tactics, thereby empowering our workforce of staff and volunteers to truly own our strategic plan s day-to-day completion. Regular updates of strategic plan progress are now owned by the executive director and are provided at each IC meeting. A review of the Sorority s strengths, weaknesses, opportunities and threats now occurs prior to IC s annual strategic plan review. This review includes input from IC and key staff and volunteers. Policy and Statement Review During the biennium, new and/or amended policies were adopted in the following areas: Alcohol Policy Amnesty Policy Intellectual Property Policy Member Eligibility Policy on the Internet Sexual Responsibility Visitation 6

7 INTERNATIONAL COUNCIL REPORTS Government Relations and Interfraternal Activity The Sorority continues to be faced with significant interfraternal challenges, including campus-wide shut-downs resulting from the actions of a few fraternity and sorority members. In addition, we are concerned about efforts on some college campuses to limit the first amendment right of sorority and fraternity members to freely associate. International Council has increased its focus in this area. We anticipate this will be an area of continued concern in

8 INTERNATIONAL COUNCIL REPORTS WORKFORCE REPORTS 8

9 WORKFORCE REPORTS A Letter from Executive Director Megan Wick To Our Valued Members: Over the past biennium, the Gamma Phi Beta workforce of professional staff and volunteers focused on a strategic plan priority of developing and executing a strategic governance culture. Through collaboration, communication and teamwork, we are establishing the necessary workforce structure to actualize the strategic board governance model. In total, we have spent three years evolving our staff and volunteer teams into a united workforce, collectively informing and executing the work of Gamma Phi Beta s strategic plan. Please view the Sorority s full strategic plan on page 40. With the support of a volunteer and staff transition committee, eight separate in-person meetings were conducted to bring together different functional areas and evaluate the work of the Sorority. Through the inventory of work and open dialogue around what was possible, we built relationships and roles that are rewarding and impactful to the organization. We had many opportunities to align work but also to create capacity to address bigger challenges facing Gamma Phi Beta. With the creation of the Chapter Services department, we were able to create a leadership team of finance, recruitment, regional and new chapter operations that can now look at chapter health holistically and work together to truly improve the collegiate member experience. The expansion of the human resources workforce allows us to address advisor and volunteer recruitment and development, as well as aligning workforce and member competencies. Our newest addition of an alumnae engagement manager role positions us to employ a deeper strategy of engaging our alumnae not only through new alumnae chapter models, but through more focused and robust alumnae engagement initiatives. This biennium also saw the creation of the Risk and Policy division which assesses and manages our risk exposures and educates our members on the importance of policy compliance. The addition of these teams creates capacity within other departments to focus on the member experience and grow Gamma Phi Beta. We are committed to a culture of transparency, accountability and trust. This is achieved through our collective passion and love of Gamma Phi Beta and dedication to assuming positive intent and building strong working relationships. As a workforce, we remain nimble and united in providing a quality member experience. It is imperative that the workforce remain connected and engaged with International Council. We are doing that through workforce participation in International Council meetings and discussions, participation on board committees and quarterly divisional updates from our managing directors. We strive to be a member-focused organization driven by the vision of International Council and powered by professional staff and volunteer leaders. The following reports on Finance and Facilities, Marketing and Communications, Member Experience, Risk and Policy and the Panhellenic department outline the collective accomplishments of our workforce over the biennium, and highlight the work being done to advance the member experience for every Gamma Phi Beta. We stand ready and excited for the next biennium and look forward to deepening workforce relationships, expanding communication and achieving shared workforce accountability for our success. Sincerely, Megan Wick Executive Director 9

10 WORKFORCE REPORTS Finance and Facilities Division Report Financial State of the Sorority The biennium began in 2016 with the Sorority ending their long-term arrangement of outsourced financial services. An in-house finance team was hired, establishing policies and procedures to ensure internal controls were in place and efficiencies were capitalized upon for day-to-day operations. In August 2017, the Financial department met in Denver to discuss the varied aspects of collegiate chapter finance and to refine their volunteer team. During this transition meeting the focus was on the best way to support and increase collegiate chapter financial health. This team was transitioned to the support of Chapter Services and the direct support of the chapter finance manager. Throughout the biennium, the Sorority has focused on fiscal health. Our in-house finance team has cleaned up both chapter and affiliated house corporation data and is working to establish an organizational collection policy. International Headquarters staff is utilizing a budget sweeps process to manage Sorority finances which facilitates the redirection of funds as areas of need are identified. As we move into the next biennium, current trends are impacting financial growth. Cease and desist orders along with deferred recruitment at numerous universities have impacted our membership and threaten our financial health. Lower member numbers are expected to continue to impact total revenue of the Sorority. Increasing interest rates have resulted in rising costs for repayment of debt. International Council, in partnership with our staff executive team will continue to identify opportunities for revenue growth and the responsible management of funds. Finance Committee The Finance Committee is a standing committee appointed by International Council (IC) and composed of IC members, volunteers and a staff liaison. Volunteer appointments were made in November The Committee will assist IC in the oversight of: The integrity of the consolidated financial statements of the Sorority The independent auditor s qualifications, independence and performance Achievement of Sorority financial objectives The Sorority s investments Compliance by the Sorority with financial legal and regulatory requirements Development of the Sorority s policies and practices with respect to major financial risk exposures. This Committee will replace the existing Financial Advisory Board pending 2018 Bylaw changes. Currently, the Sorority and the Facilities Management Company (FMC) have a combined investment portfolio, managed to the Sorority s investment policy created in As an identified priority, the Finance Committee will be working to recommend updates to the Sorority s existing investment policy, as well as a review of investment advisor performance. 10

11 WORKFORCE REPORTS Finance and Facilities Division Report Audited Financials The audited financials were presented by BKD, LLP and an unqualified opinion was issued. Both the Sorority and FMC ended the fiscal year with a cash surplus. The Sorority is the sole member of the Facilities Management Company resulting in a consolidated audited financial presentation Revenue Membership Dues and Fees Facilities Management Company Trademarks and Licensing Conferences Contributions/Grants Investment Income 1% 1% Expenses Facilities Management Company Sorority Activities and Operations Alumnae and Collegiate Support Conferences Communications Education and Leadership Trademarks and Licensing 5% 2% 11% 5% 45% 9% 12% 7% 37% 37% 28% Year-end revenue totaled $11,313,151. Year-end expenses totaled $10,660,194. In addition, both the Sorority and FMC recognized an increase in net assets of $85,000 and $1.4 million respectively. The FMC also saw a growth in property and equipment of more than $1.3 million. 11

12 WORKFORCE REPORTS Finance and Facilities Division Report Current Year Financial Review International Council dedicates time at every meeting to review current financials along with financial trends, areas of opportunity and financial priorities. The Sorority s budget revenue totaled $7,209,950 and expenses were budgeted at $7,202,552 As of April 30, 2018, year-to-date actual revenue is $6,250,789 and year-to-date actual expenses are $4,677,365. The following reflect the revenue and expense category actuals through the end of the Sorority s third quarter Revenue through April 30, 2018 Membership Dues and Fees Life Loyal/Alumnae Dues Trademarks and Licensing Conferences Contributions/Grants Investment Income 3% 1% 11% Expenses through April 30, 2018 Personnel Sorority Activities and Operations Conferences Marketing and Communications Travel 2% 3% 11% 10% 4% 71% 27% 57% The Sorority is projected to fall short of budgeted revenue primarily due to lower than expected membership numbers. Expenses have been managed very tightly to prevent over spending. During the third quarter, staff will be working together to identify areas of cost savings. The budget is in draft form and will be approved by International Council after the publication of this report. The Sorority continues to approve financial priorities including the support of our member experience, technology improvements and cyber security and investment in growth of existing and new revenue streams. While there will continue to be challenges due to the current climate of our industry, the Finance team is prepared to support the Sorority and enable both staff and International Council to respond quickly with the best financial decisions possible. Facilities Please see the Report of the Facilities Management Company on page 31 for information about the activities of our facilities team. 12

13 WORKFORCE REPORTS Marketing and Communications Division Report Gamma Phi Beta s Marketing and Communications division is made up of our Conferences and Meetings, Marketing and Communications and Sorority Growth departments, and includes volunteers in Sorority Growth and philanthropy. Our team creates effective marketing, communications and public relations strategies that support Gamma Phi Beta initiatives and priorities and champions the organization s programs, goals and vision, rooted in our purpose as an organization that operates exclusively for educational, charitable and social purposes. Our efforts serve both internal audiences (members) as well as external constituencies (universities, parents, peer groups, partners and the general public). We counsel and lead our stakeholders, as together we implement best practices in marketing, communications, growth and event management in order to create mutually beneficial relationships with individuals and organizations vital to Gamma Phi Beta s development and future. Our team s focus is to protect, reinforce and elevate Gamma Phi Beta s reputation. Conferences and Meetings Among many achievements over the past two years, the Conferences and Meetings department launched a new registration system in In conjunction with the registration system, we will be launching a new mobile app at Convention 2018 that will include the ability to poll and survey our event participants. Our team also coordinated the logistics for the following events during the biennium: August 2016 Presentation Team weekend in St. Louis, Missouri. Thirty-four volunteer leaders and professional staff met for an extensive weekend of training for our newly-hired Presentation Team members. January and February 2017 REAL Leadership Conferences. Regions 1 and 4 met in Pittsburgh, Pennsylvania, with 308 attendees Regions 2 and 3 met in Atlanta, Georgia, with 257 attendees Regions 5 and 6 met in Chicago, Illinois, with 290 attendees Regions 7 and 8 met in Orange County, California, with 243 attendees February 2017 REAL Leadership Academy in St. Louis, Missouri. Our 10th REAL Leadership Academy hosted 136 chapter presidents. February 2017 The Housing and Facilities Conference, hosted by the Facilities Management Company, was held in conjunction with the Real Leadership Academy in St. Louis. They had 114 attendees including representatives from our chapter facilities, professional staff and vendors. March 2017 The Recruitment Summit was held in St. Louis, Missouri, with 40 volunteer leaders in attendance. June 2017 REAL Leadership Institute was held in Tucson, Arizona. This event brought together our workforce comprised of volunteer leaders, chapter advisors and professional staff for training and development. In 2017, we had 247 attendees. July 2016 and July 2017 The 3rd and 4th annual REAL Leadership Experience was hosted at the Psi Chapter facility in Norman, Oklahoma. February 2018 The 11th REAL Leadership Academy was held again in St. Louis, Missouri. With 258 chapter presidents and advisors in attendance, the 2018 event featured new programming exclusively for our chapter advisors as they examined Gamma Phi Beta s advising philosophy. Additional information about the programming aspects of these events can be found on page

14 WORKFORCE REPORTS Marketing and Communications Division Report Additionally, Gamma Phi Beta hosted events in Boston, Massachusetts, in 2016 and Atlanta, Georgia, in 2017 at the Association of Fraternity/Sorority Advisors Annual Meeting. These events are a great way for Gamma Phi Beta to say thank you to our campus partners for all they do for us throughout the year. Finally, the biennium will conclude with our 78th Convention in June 2018 in Dallas, Texas. We expect to surpass 900 attendees. It Starts With Us as we challenge our members to reflect on the impact we can all make on Gamma Phi Beta and the world around us. Marketing and Communications The Marketing and Communications departments are responsible for the execution of Gamma Phi Beta s digital marketing efforts and campaigns (website, social media and ), as well as graphic design and communications efforts and The Crescent. The Marketing team also oversees Gamma Phi Beta s Life Loyal program and philanthropic efforts, including Moonball, relationships with Girls on the Run and Building Strong Girls. The work of this team is largely rooted in our strategic plan, ensuring execution of the goals and objectives of International Council. The following showcases Marketing and Communications department highlights and accomplishments during the biennium. In fall 2016, our collegiate chapters began hosting our signature event, Moonball. As of spring 2018, every Gamma Phi Beta collegiate chapter has hosted its first Moonball event. During Moonball s inaugural year, Gamma Phi Beta saw an increase of $70,000 raised over the previous academic year and 100 percent of our collegiate chapters now financially support Girls on the Run. To support our Sorority s Moonball and philanthropic efforts, a Philanthropy Team developed in scope and size over the past two years. Every chapter has a volunteer Moonball specialist to support them with Moonball, secondary philanthropy events and service. A Building Strong Girls specialist helps connects our chapters to Girls on the Run councils and provides extra support in ensuring our chapters understand our philanthropic focus. To increase the funds raised at Moonball and Building Strong Girls-focused events, Gamma Phi Beta partnered with CrowdChange in early 2018, an online fundraising platform that helps organizations enhance their chapter philanthropy while building a data-driven foundation for long-term success. We look forward to seeing how the use of this new platform will increase our chapter s fundraising efforts in the coming years. Gamma Phi Beta attended the Girls on the Summit in 2016 in Orlando, Florida, and again in 2018 in Austin, Texas, to further strengthen our relationship with our philanthropic partner. Since the debut of Life Loyal at Convention 2016, nearly 3,000 members have joined our Life Loyal community. Ongoing campaigns are conducted to encourage members to sign up, and efforts are continuously researched to keep Life Loyal members engaged. In summer 2016, we introduced My Member News to GammaPhiBeta.org, as an easy way for members to stay up to date with the latest Sorority communications and news. Learn more at GammaPhiBeta.org/MyMemberNews. Gamma Phi Beta s hazing-prevention campaign, REAL Sister s Don t Haze, was executed in September 2016 and 2017, in conjunction with National Hazing Prevention Week. In 2017, Gamma Phi Beta expanded the campaign by inviting our National Panhellenic Conference (NPC) peers to participate, 18 of whom participated in our campaign. Our 2017 campaign saw six million impressions, more than 100,000 video views and a 98 percent positive sentiment score. 14

15 WORKFORCE REPORTS Marketing and Communications Division Report In 2017, Gamma Phi Beta launched an Initiation anniversary campaign, where every member receives an on the date of their anniversary to celebrate their membership in our Sorority. We look forward to continuing to celebrate this milestone with every member annually. Over the past year we introduced four new topic-specific Facebook Groups to allow our membership to connect with one another in a unique way. The groups include: Gamma Phi Beta STEM Professionals; Gamma Phi Beta Wellness; Gamma Phi Beta Moms; and Sisters Who Serve. If you would like to join the conversation in one or more of these groups, please visit our official Facebook page to be connected. We have added a new alumnae-focused page to our website to provide ways for our alumnae members to get involved with our beloved Sorority. From volunteer interest to finding an alumnae chapter and learning more about Life Loyal, GammaPhiBeta.org/GetInvolved can help. We also spearheaded several new alumnae engagement initiatives in conjunction with our Member Experience team. Learn more about alumnae engagement in the Member Experience division report. In summer 2017, we released a highlight video on Facebook to showcase our Sorority s collective achievements and it was viewed nearly 40,000 times. Our highlight video will be released later this summer. Gamma Phi Beta s The Crescent was recognized by the Fraternity Communications Association with two awards in We took home third place for story packaging of our Convention 2016 feature in the fall 2016 issue, and second place for our feature article titled, More than a Panda Publicist in the summer 2016 issue. In 2017, Gamma Phi Beta took home second place for Critics Choice Photo for a photo that appeared in the summer 2017 issue of The Crescent. We also received third place for our Founders Day 2017 social media campaign. The Crescent focused on mental health with our winter 2018 issue. In an effort to break the stigma around mental health, we focused on telling the stories of members who have suffered and persevered and bravely shared their experience with mental health with our members to encourage conversation around this important topic. In 2018, Gamma Phi Beta, the Gamma Phi Beta Facilities Management Company and the Gamma Phi Beta Foundation started the process of rebranding the organization. This rebrand is a time for Gamma Phi Beta to evaluate our brand strengths and opportunities and build on the legacy of our current brand in an effort to ensure we remain relevant and competitive. We look forward to sharing the new brand in the summer of In January 2017, the Marketing and Communications team launched an online process for our creative services with our internal team. With requests from editing and writing, to website updates and communications, to graphic design and resource creation, our six-person team processed and completed more than 500 project requests in 16 months. Sorority Growth As part of Gamma Phi Beta s strategic plan, the Sorority Growth department is charged with strategically growing the organization with the addition of new chapters as well as developing and supporting the Sorority s collegiate extension initiatives and recruitment tools and resources. During the biennium, NPC released approximately 63 extension opportunities at different universities across the country with 51 opportunities at colleges and universities without a Gamma Phi Beta chapter. Extension opportunities have declined from the previous biennium where NPC released approximately 150 extension opportunities with 114 opportunities at colleges and universities without a Gamma Phi Beta chapter. 15

16 WORKFORCE REPORTS Marketing and Communications Division Report In 2017, Sorority Growth began utilizing a comprehensive Sorority Growth Criteria Rubric to make data-driven decisions when evaluating all extension opportunities. The Sorority Growth Criteria Rubric ensures that areas in Gamma Phi Beta s key performance indicators can be identified and leveraged for success prior to establishing a new chapter. The criteria we use to evaluate extension opportunities includes: university size; residential status; formal recruitment and extension recruitment dates; campus Total; public or private university; time from invitation to extension recruitment; presence of established College Panhellenic and other established NPC organizations on campus; housing; four-year graduation rate; first year retention rate; university admission rate; area alumnae; and the all-sorority GPA on that campus. These criteria have been used to evaluate extension opportunities as the presence and strength of these factors are predictors in future chapter success. Due to declining extension opportunities, growth for Gamma Phi Beta has slowed down. During the academic year, Gamma Phi Beta installed and chartered three new chapters: Eta Sigma Chapter (Central Missouri), installed on November 13, 2016 Eta Tau Chapter (Colorado Mesa), installed November 19, 2016 Eta Upsilon Chapter (Nicholls State), installed April 8, 2017 During the academic year, Sorority Growth was approved to provide special growth support to a pre-existing chapter who is struggling with recruitment and is significantly under Total. This project has been well received and has established an ongoing collaboration with Chapter Services to evaluate additional chapters who may benefit from special growth support. Our support of chapters in need of additional assistance to get to Total will continue in the next biennium. Gamma Phi Beta is scheduled to start a new chapter at California State University-San Marcos in spring We continue to evaluate and pursue opportunities that will create positive new chapter growth for the organization. Additional highlights include: A communication plan about the electronic reference system was created and implemented for deferred recruiting chapters. Our extension marketing materials were completely overhauled in both content and design. Our updates were critical to ensuring information is accurate, current and meets the needs of prospective campuses. Several sections with new content were created to provide a more accurate look at the experience, support and resources offered by Gamma Phi Beta. The visual look of the extension packet was also rebranded to provide a fresh, updated look. A new extension priority list was developed based on research from the U.S. News and World Report s Best 2018 Colleges. The research revealed 39 institutions where fraternity/sorority life is recognized but there is not an active chapter of Gamma Phi Beta. These institutions were placed in three priority categories: high, medium and low based on scores from the Sorority Growth Criteria Rubric. A relationship cultivation strategy for cultivating relationships with institutions on the priority list and alumnae located in a specific radius of the institution was also developed. 16

17 WORKFORCE REPORTS Member Experience Division Report It has been two years of growth and exciting new journeys as the Member Experience division completes its first biennium. The realignment of workforce staff and volunteer functions are shared below in the four areas within this new division: Administration, Alumnae Engagement, Chapter Services and Education. The creation of the division s purpose statement has fueled our activity toward achieving the initiatives of the Sorority s Strategic Plan, as well as execution of regular Sorority operational functions to ensure a relevant Gamma Phi Beta member experience. Our division purpose is as follows: the Member Experience division serves collegiate and alumnae members and chapters by creating meaningful, data-driven and member need-centered experiences that build, inspire, engage and sustain Gamma Phi Beta members throughout their lifetime of membership. Membership Numbers In summary, the biennium realized some growth and decline in our overall membership numbers as shown in the following chart. The decline in collegiate membership numbers due to student demographic shifts, the changing collegiate extension climate and vacancies to Total, as well as growth within our alumnae membership will continue to be areas of focus for the next biennium. Members (as of 4/30/18) End of last Biennium Biennial change Members ever initiated 217, , , % Living alumnae members 156, , ,966 5% Alumnae chapter members 4,994 4,845 4, % Collegiate members 19,231 19,488 19, % New members pledged 7,155 7,487 7,934-10% Membership Review Committee Previously known as the International Discipline Committee, this committee comprised of three alumnae members have transitioned from reporting to the Collegiate Vice President to the managing director of Member Experience this biennium. In addition, their responsibilities now not only include reviewing and recommending outcomes of member discipline cases, but also approving alumna status requests and alumna initiate candidate applications. Administration The biennium has been a busy one for the Administration team as there was continued refinement to technologies and growth within the department. Each year with Beta Base, we are able to collect additional data allowing for greater insight into our membership and trends. However, we noticed that the current hosting solution was not adequate. We were able to move Beta Base to a solution with greater capacity to increase speed and access. This has allowed us to focus resources on reporting and providing additional analytics. With the partnership of staff and volunteers, we have been able to provide more advanced reporting including key performance indicators used to evaluate chapter health. We were also able to develop detailed Fidelity reports to accurately reflect all lessons that members and volunteers were completing allowing for a fuller picture of Fidelity participation. 17

18 WORKFORCE REPORTS Member Experience Division Report As the use of Beta Base grew, we also focused on expanding our offerings in the system. The academic year was the first year that we were able to survey our members and volunteers regarding their technical needs. This information has informed our strategic objectives and helped to develop our road map forward. In addition, our team grew to four as we hired the position of IT customer service coordinator. This position is focused on meeting the IT needs of our members. The Administration team has also been very busy guiding our chapters through the new member and Initiation process. At the end of the academic year, Gamma Phi Beta completed the process for 182 Initiations to occur. As of April 23, 2018, we will complete the process for 184 Initiations. We are excited to steward our new members into Gamma Phi Beta for a lifetime of membership. We continue to support our members and volunteers through the badge and membership card/certificate ordering process as well as managing numerous and phone support inquiries. Alumnae Engagement This spring, we welcomed the new alumnae engagement manager to our staff. This new position is integral to the successful transition of the alumnae volunteers from the Alumnae Vice President into our current workforce model. The addition of this new role emphasizes the importance of meaningful and relevant alumnae involvement within Gamma Phi Beta. The following are the highlights of our alumnae members and chapters this biennium. Gamma Phi Beta has 157,000 living alumnae initiated from chapters all over the U.S. and Canada. Alumnae create lasting friendships, engage with collegians and contribute to our communities. As of the end of this biennium, Gamma Phi Beta s 145 active alumnae chapters, ranging in size from 6 to 232 members, thrive because they include initiates from many collegiate chapters who are joined together to remain connected to the Sorority. Our chapters provide social, educational and philanthropic events to their members to continue to inspire sisterhood and engagement among our members. In 2016 we had 2,229 members celebrating 50-year membership and 52 celebrating 75-year membership. In 2017 we had 2,479 members celebrating 50-year membership and 53 celebrating 75-year membership. Our Circle of Excellence chapter recognition program continues to acknowledge our chapters for achieving operational excellence. In this biennium, the following number of chapters were recognized Circle of Excellence Status 2017 Circle of Excellence Status Circle of Excellence = 1 Circle of Excellence = 2 Carnation Circle = 12 Carnation Circle = 6 Pearl Circle = 22 Pearl Circle = 22 Diamond Circle = 46 Diamond Circle = 25 Founders Circle = 30 Founders Circle = 18 Our alumnae initiate program continues to be an opportunity to add new members to our sisterhood. This biennium we initiated 28 alumnae initiates, six in and 22 in Individual member recognition is important in honoring members for their dedicated service to Gamma Phi Beta at all levels. In 2016, 16 members were recognized. Eleven were added to the Merit Roll, four to the Loyalty Roll and one to the Service Roll. 18

19 WORKFORCE REPORTS Member Experience Division Report In 2017, seven members were recognized through Gamma Phi Beta s individual awards process. One member was added to the Merit Roll, four to the Loyalty Roll and two to the Service Roll. Alumnae Survey At the end of 2016, Gamma Phi Beta distributed a survey to alumnae members to better understand alumnae engagement preferences and habits. This wide-ranging survey allowed us to gather data about communication preferences, The Crescent readership, Life Loyal awareness, connection to Gamma Phi Beta, the strengths and weaknesses of the alumnae experience, the benefits of membership and the preferred role of Gamma Phi Beta in the lives of our alumnae members. Click here to view an overview of the survey results. The results of the survey drove several new initiatives over the past 18 months, including a new initiation anniversary campaign and new virtual networking opportunities (learn more about these initiatives in the Marketing and Communications division report); the creation of an Alumnae Chapter Task Force; revamped 50- and 75-year member recognition; the celebration of alumnae milestones and more. The survey results will continue to guide and inform our work in alumnae engagement over the next several years. Chapter Services In January 2017, Gamma Phi Beta created a Chapter Services department. This team serves as a hub for the essential operations of collegiate chapters. At formation, the Chapter Services team consisted of the director of Chapter Services, the Chapter Services manager and the collegiate leadership consultants (CLCs). In March 2017, the Regional Teams transitioned from reporting to the International President and began reporting in through Chapter Services. In July 2017, we hired the advisor and volunteer training manger to oversee advisor and volunteer training and development activities. In July 2017, we also hired chapter finance manager to provide oversight and support for collegiate chapter financial operations. In September 2017, the Finance department transitioned from reporting to the Financial Vice President and began reporting in through the chapter finance manager. At the same time, the New Chapter Team transitioned from reporting to the Collegiate Vice President and began reporting in through Chapter Services. In February 2018, the Recruitment Team transitioned from reporting to the international Membership Vice President and began reporting in through Chapter Services. This realignment of teams marks a notable accomplishment in helping the Sorority move to a strategic policy governance model. These team leaders met together for the first time as a combined leadership unit in February 2018 to identify strategic opportunities to support the essential functions of our collegiate chapters. 19

20 e WORKFORCE REPORTS Member Experience Division Report Key Performance Indicators In May 2017 International Council approved the use of key performance indicators (KPIs) as a metric for chapter health. The metrics identified as KPIs are: Chapter is at Total. Chapter met Quota. Chapter has a pledging-to-initiation rate of 90 percent or greater. Chapter has an initiated member retention rate of 90 percent or greater. Chapter has three unique individuals serving as a chapter advisor, financial advisor and recruitment advisor. Chapter has no collegiate member more than 60 days in arrears on her financial account. Chapter is at/above a 3.0 GPA, at/above all-sorority campus average OR at/above all women s campus GPA. These seven indicators are tracked regularly through chapter reporting and the Sorority s chapter evaluation program, Order of the Crescent. These metrics are in their first year of use and are designed to be used as predictive indicators for chapter health and will be used to identify opportunities for early intervention. Advisor and Volunteer Training In 2017, Gamma Phi Beta affirmed the Sorority s commitment to creating a culture of local volunteer empowerment by hiring a staff member to manage advisor and volunteer training efforts. In September 2017, International Council approved an advising philosophy that answers two primary questions: What is an advisor? How should I advise? Click here to view our advising philosophy. Following the approval of the advising philosophy, we created and piloted an in-person advisory board training. In spring 2017, 11 advisory boards received this training. Additionally, we focused on improving the training currently provided to all volunteers by creating five new online lessons for volunteers. These lessons include Advising 101, Collegiate Chapters 101, Gamma Phi Beta 101, Leadership 101 and Resources 101. All online lessons for volunteer training will be available at the beginning of the academic year. As noted above, the Sorority has a KPI tied to advisory boards. Eighty-eight chapters met this KPI and have three unique individuals serving in designated advisory positions. Collegiate Leadership Consultant Program In 2017 and 2018, the Collegiate Leadership Consultant (CLC) Program continued to thrive. In the previous biennium, the senior collegiate leadership consultant position was established as an opportunity to retain talented team members and bring increased consistency to the CLC team. This continues to be an attractive opportunity with 10 staff members serving in this role during the past biennium, allowing us to retain 33 to 50 percent of our team members annually. This has allowed the Sorority to expand our services to chapters by providing extended and focused-needs visits. In the biennium, our CLC team provided: OCL LCLC MLC PCSC CCC PHI P O S CLA A R SHC HICCC L C CA CGAMM CECGA CM GAMMA LBECT M A PHI BETA COLLEGIATE OCI CL GCE LEADERSHIP MLS LH LA LPLRS LSH LCN LCT DLER CTA CLTA CONSULTANTS NTS elebr le Ce C LCs rs LCr ar l b n i 7 ing n t a ye 75 7 y e a Celebrating 75 years 549 chapter visits 229 visits targeted to support recruitment efforts 320 visits targeted to address areas of chapter operation We continue to strive to meet our goal of providing each Gamma Phi Beta chapter with a recruitment visit and chapter operations visit annually. 20

21 WORKFORCE REPORTS Member Experience Division Report Collegiate Chapter Finances In 2017, we implemented a process to ensure all chapters were in good financial standing with the Sorority. To meet this goal, all chapters with monies owed receive a notice at more than 31 days past due. All of our chapters are in good financial standing with the Sorority with one chapter currently fulfilling a promissory note to the Sorority. To address a current campus trend of system-wide suspensions lasting from a few days to a few months, the Sorority released guidance encouraging chapters to establish savings accounts to cover expenses in the event their chapter experienced such a suspension. Currently, 88 chapters have established savings accounts. As noted above, the Sorority established key performance indicators for chapter health. In 2018, only 11 chapters met the key performance indicator for having no collegiate member more than 60 days in arrears on her financial account. Our average chapter collection rate is 91 percent. Finally, to ensure compliance with the Sorority s stated policies and practices for accounting, we have updated our account with Billhighway to ensure affiliated house corporations (AHCs) and chapters will bill separately and will account for funds as separate legal entities. Chapter and AHC leaders have been hard at work to ensure that this goal is met in the academic year. Collegiate Chapter Membership Our collegiate chapters continue welcome new members to our sisterhood, per the membership chart on page 17. As previously noted, the Sorority has a number of KPIs tied to membership recruitment and retention. Our performance on those metrics included having 79 chapters at Total, 134 met Quota, 86 chapters achieved a pledge-to-initiation rate of 90 percent or greater and 80 chapters had an initiated member retention rate of 90 percent or greater. Order of the Crescent The Order of the Crescent exists to recognize excellence in all areas of chapter life. In 2017, the Order of the Crescent switched evaluation cycles so that evaluation occurs at the end of the calendar year rather than the end of the academic year. This change allows chapters to be evaluated on the work of one officer team rather than the work of two different executive council teams Order of 1874 = 9 Order of 1874 = 6 Five Crescent Level = 51 Five Crescent Level = 50 Four Crescent Level = 62 Four Crescent Level = 70 Three chapters Kappa (Minnesota), Pi (Nebraska-Lincoln) and Omega (Iowa State) achieved Order of 1874 on both evaluations during the biennium. Chapter Visits Annually, each chapter receives visits from their volunteer supervisor. In , 123 chapter visits were conducted by regional coordinators and sorority coordinators-new chapters. In , 127 chapter visits were conducted by regional coordinators and sorority coordinators-new chapters. Additionally, professional staff and volunteers teamed together to provide 20 additional chapter visits this biennium. These visits included investigative visits to investigate alleged Sorority policy violations, assessment visits to evaluate chapter health and campus partner requested visits that were initiated by a request for a host institution. 21

22 WORKFORCE REPORTS Member Experience Division Report New Chapters Three chapters opened during the biennium. We welcomed Eta Sigma (Central Missouri), Eta Tau (Colorado Mesa) and Eta Upsilon (Nicholls) to our collegiate chapter roster! Chapter Closure Two chapters closed during the biennium. Eta Alpha (Lake Erie) voted to relinquish their charter as a result of membership size. This vote was accepted by International Council in May In January 2018, International Council voted to close Zeta Pi Chapter (Penn State-Altoona) due to concerns about chapter viability as a result of a number of concurrent campus policy decisions. Fraternity/Sorority Experience Survey In 2014, International Council approved the administration of the Fraternity/Sorority Experience Survey (FSES) to all collegiate chapter s annually. The FSES is a survey administered by the Center for Fraternity/Sorority Research out of Indiana University. The survey is administered each year following the conclusion of deferred recruitment in February. Throughout the biennium, members indicated three primary reasons for their membership: friendship, philanthropy and community service and social opportunities. These reasons remained consistent on the survey through both years of the biennium. Members expressed a desire for more education on topics such as eating disorders, body image, time management, financial management skills and career development. Members identified mental health disorders and body image/ eating disorders as the behaviors they are most concerned about among collegiate members. In general, collegiate members report feeling satisfied with their new member experience and report that their membership has positively impacted their collegiate experience in a variety of ways. Notably, more than 90 percent of members report that their membership has positively impacted their sense of personal values, senses of campus community, commitment to serving their community and their ability to develop positive relationships with other individuals. Sisterhood Research Throughout the biennium, the Sorority engaged in ongoing research about sisterhood. In , we conducted focus groups targeted at identifying best practices in cultivating sisterhood. This research resulted in the following findings: Chapters with strong sisterhood utilize recruitment practices where they use deep and authentic conversation, provide clear and honest expectations about membership and focus on the fit between the chapter and the potential new members. Chapters with strong sisterhood engage in new member education practices where there are opportunities for connecting with individuals inside and outside of their new member class, provide clear and honest expectations about membership and are free of hazing practices. Chapters with strong sisterhood engage in informal systems of accountability, offer time-limited and relationship-oriented engagement opportunities for upperclassmen, accommodate members who work and demonstrate empathy for individuals who may be questioning their membership. We conducted additional research in the April 2018, and those findings were not available at the time publication of this report. 22

23 WORKFORCE REPORTS Member Experience Division Report Education The Education department is responsible for developing, evaluating, promoting and implementing member education and leadership development through Gamma Phi Beta events and our volunteer teams. Member Competencies and Learning Philosophy The Sorority s member competencies were approved by International Council at the end of the previous biennium, and their integration across Sorority programming began shortly thereafter. Member competencies guide the educational content we develop, including REAL Leadership events, member education programs and resources available for volunteers and alumnae chapters. A learning philosophy was proposed and approved by International Council in December 2017 to support the member competencies and provide a consistent educational experience across the Sorority and throughout the lifetime of membership. Used primarily by workforce members creating educational content, this philosophy ensures that members have educational experiences that are interactive, relevant and inclusive of all types of learners while capitalizing on expertise and relationships among sisters. Fidelity Fidelity is the Sorority s member education program for collegians. Several updates were made during the biennium to improve the overall member experience and more closely align member education with Gamma Phi Beta member competencies. Three programs were added and integrated into the chapter calendar during the fall 2017 term: REAL Relationships, Officer Training and Diversity and Inclusion. Online lessons and inchapter programs are revised each year to engage members and ensure new learning experiences. During the biennium, 48 interactive online lessons were added to Fidelity, ranging from topics such as new member education, general member education, officer education and facilitator training. In total, more than 127,000 lessons were completed during the biennium, with approximately 101,000 taking place in Gamma Phi Beta s New Member Education A Lifetime of Gamma Phi Beta was redesigned during the biennium to meet the learning styles of our collegiate members, all while increasing engagement and cultivating sisterhood. A combination of online and in-person programs, A Lifetime of Gamma Phi Beta now features eight weekly lessons to be used in conjunction with the new member guide. The online lessons contain international Gamma Phi Beta specific information, while the inperson programs place emphasis on creating opportunities for strengthening relationships and building common connections. The revised A Lifetime of Gamma Phi Beta program was piloted with 14 collegiate chapters during the fall 2017 term and Sorority-wide adoption of the program became effective January PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMM AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA AMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA G A GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BE PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA PHI BETA GAMMA Officer Training and Resources Collegiate officer training and resources experienced tremendous growth during the biennium. During the academic year, all Officer 101s were converted into online lessons, making officer training available on-demand in Fidelity to newly-elected collegiate officers. This change in delivery resulted in a 167 percent increase in Officer 101 completions from the previous year. In addition, the in-person officer transition workshop was updated to enhance officers ability to transition information and learn from outgoing officers. 23

24 WORKFORCE REPORTS Member Experience Division Report Academics The Scholarship Committee spent the first year of the biennium researching, evaluating and developing a proposal for a revised Gamma Phi Beta scholarship program, leading to the development of Gamma Phi Beta s academic philosophy and the Academic Points Program. The Academic Points Program replaces the Scholarship Status Program and is designed to reward members for engaging in actions that support their academic pursuits. To ensure a smooth implementation, the Academic Points Program was piloted with 19 collegiate chapters during the second year of the biennium. Collegiate chapters will adopt the program as early as the fall 2018 term or no later than the winter/spring 2019 term. REAL Leadership One way that Gamma Phi Beta fulfilled its commitment to building confident women of character during the biennium is through REAL Leadership programming. The education staff and the Presentation Team of 28 volunteers worked together to actualize our vision and engage our members in meaningful ways during the biennium. REAL Leadership Experience (RLE): Gamma Phi Beta s program for emerging leaders continued to gain momentum and train our newest members to step into leadership roles in their chapters and communities. During the biennium, 75 participants experienced the four-day curriculum and represented 64 unique chapters. Gamma Phi Beta received the Excellence in Educational Programming award for RLE at the 2017 Association of Fraternity/Sorority Advisors Annual Meeting. REAL Leadership Academy (RLA): This annual program for chapter presidents and advisors included sessions on self-care, communication and teamwork, diversity and inclusion, the Sorority s new advising philosophy, ritual education, listening with empathy and creating change. REAL Leadership Conferences (RLCs): Hosted in odd-number years, educational sessions focused on developing leadership capacity, mental health awareness, sisterhood, membership engagement, conflict resolution, networking and action planning. Starting in 2019, RLCs will occur annually, allowing us to more consistently train and empower our executive officers. REAL Leadership Institute (RLI): During this four-day meeting, participants focused on training and education to help support their work with collegiate chapters, gain insight into the Sorority s strategic plan and build relationships across the workforce. Session topics included crisis management, sisterhood research, volunteer supervision, building strong teams, the changing face of membership and updates on the governance transition. Housing and Facilities Conference: The Education team supported the Housing and Facilities Conference in 2017 by contributing REAL Leadership curriculum and facilitation by Presentation Team members. Sessions included crisis management, recruiting and retaining volunteers, leveraging board members, inter-generational communication and recognition and celebration of teams. 24

25 WORKFORCE REPORTS Risk and Policy Division Report Gamma Phi Beta s Risk and Policy division is made up of our Risk and Policy and Human Resources departments. The division was created during the biennium realigning Human Resources and Risk and Policy into one division. Our team strives to ensure that Gamma Phi Beta is a safe, meaningful and supportive place to work, volunteer and build sisterhood. Human Resources The Human Resources (HR) department strives to ensure that Gamma Phi Beta provides an engaging and effective experience across our workforce. By providing our staff and volunteers with resources, HR systems and the development they need, we contribute to a culture of local volunteer empowerment and the development of training and resources that empower workforce operations. During the biennium, the HR department laid foundational policies, procedures and systems to support individuals across the workforce. The HR department became a part of Risk and Policy and a director of Human Resources was hired to lead the department as well as transitioning two volunteers teams: human resources specialists, focused on volunteer recruitment and retention; and onboarding specialists, focused on welcoming and engaging newly-appointed volunteers. The department dedicated its time and resources to creating the necessary infrastructure for the workforce under the strategic policy governance model. The governance transition brought changes to the roles, responsibilities and reporting structure of our workforce. The HR department has worked to streamline recruitment practices and HR policies to meet the unique demands of our new workforce. The following are HR department highlights and accomplishments during the biennium. In the fiscal year, HR has helped recruit and select 68 volunteer leaders, 11 full-time staff members and eight collegiate leadership consultants ensuring we have the right people and leadership in the right roles. We established a baseline understanding and metrics for staff performance and engagement through the inaugural distribution and evaluation of employee engagement data and a redesign of our staff performance review process. Ninety-five percent of IH staff members completed beginning of year goalsetting and 80 percent completed midyear performance reviews while 90 percent participated in our employee engagement survey. We provided development opportunities to meet the needs of our workforce. Since the creation of the onboarding program in this biennium, we have provided an in-depth onboarding experience to more than 100 volunteers. As the governance transition shifted volunteer and organizational structures, the need for volunteer supervision and workforce diversity and inclusion training and resources has increased. This year we provided volunteer supervision training to more than 50 members of our workforce and preliminary diversity and inclusion training for select volunteer leaders. Our HR specialists and staff strengthened chapter advisor recruitment, increasing our support and infrastructure for the recruitment and retention of chapter advisors. We accomplished this through increased website support and communications, recognizing chapter advisors through our volunteer appreciation month activities and inclusion of chapter advisors in our volunteer onboarding program. 25

26 WORKFORCE REPORTS Risk and Policy Division Report Risk and Policy The Risk and Policy department is responsible for administration of operating documents, harm prevention, chapter discipline and management of relationships with MJ Insurance and outside legal counsel. The department collaborates with all Sorority workforce members, the Facilities Management Company and collegiate chapters to analyze risk exposure, provide education, ensure compliance and support the goals and objectives of the strategic plan. During the biennium, we accomplished the following: The creation of Taking A Stand Facilitation Team led by a team of two volunteers focusing on resources and support of the facilitators and relationship with Fraternal Health and Safety Initiative. The team completed the Taking A Stand Program at 107 collegiate chapters. We created and trained a Collegiate Support Coach Team and team leader to manage and support chapters on a discipline status. We supported the Bylaws Committee through the 2018 review and proposal of amendments of the Articles of Incorporation and Bylaws, which will be voted on at Convention Our team created an Amnesty Policy and we are currently working though the implementation of this policy moving forward. 26

27 WORKFORCE REPORTS Panhellenic Department Report The Panhellenic Affairs department educates all members of Gamma Phi Beta to appreciate and promote the values of the Panhellenic movement. As the following report reflects, the Panhellenic department has continued to educate our collegians and alumnae on National Panhellenic Conference (NPC) organizations, policies and government relations activities this biennium. We also represent Gamma Phi Beta both in the interfraternal and higher education communities with great pride. The NPC delegation is comprised of a delegate and three alternate delegates whose primary responsibility is to educate and serve as a resource to our collegiate chapters on changes to NPC policies and best practices. National Panhellenic Conference Activities During the biennium, NPC voted on several changes to recruitment. At the 2016 NPC annual meeting the NPC delegates, on behalf of their member organizations, voted to accept the recommendation of the NPC Recruitment Committee to further clarify the automatic adjustment to Total every regular academic term to allow chapters to achieve parity as quickly as possible. Member retention continued to concern member organizations, and in some cases may be attributed to a lack of understanding by potential new members of their financial obligations prior to joining a sorority. For that reason, the NPC delegates, on behalf of their member organizations, voted at the 2017 NPC annual meeting to provide increased financial transparency to potential new members prior to their becoming members of a sorority. NPC produced three Resolved to Educate educational support documents for Unanimous Agreement V. They include an Agreement on Extension; Panhellenic Officer Disassociation During Recruitment (recruitment counselors-associated or disassociated); and the Fraternity/Sorority User Fees. These documents provide additional educational support for our chapters and volunteer leaders. NPC also created the Financial Transparency Resource document to serve as a resource to the college Panhellenics and chapters when chapter financial information is shared during recruitment. Delegation members also serve as NPC area advisors for College Panhellenics by overseeing College Panhellenics in the states of Alabama, Florida, Georgia, Ohio, Tennessee and Washington. They also serve as: area advisor coordinator- Mid-American North; chairman of the Advisory Committee; a member of the Finance Committee; a member of the Recruitment Committee; chairman of the Financial Transparency Task Force; chairman of the Delinquent Dues Task Force; and Release Figure Methodology (RFM) specialists. NPC s Something of Value program is one approach to create awareness of the Panhellenic community issues with chapter members and member organizations. Gamma Phi Beta has nine members, including five attorneys, involved and trained to facilitate the Something of Value program. During the biennium five campuses with a Gamma Phi Beta chapter hosted a Something of Value program. Interfraternal Awards Through the years, Gamma Phi Beta has established several annual awards that provide support and recognition for collegians and college Panhellenics. Through the NPC Foundation, the Sorority and Gamma Phi Beta Foundation present the Elizabeth Ahlemeyer Quick Panhellenic Woman Award scholarship to an involved Panhellenic woman regardless of her affiliation. The Gamma Phi Beta Foundation awards the scholarship to a Gamma Phi Beta who has displayed outstanding service in her College Panhellenic community. This is one way to recognize outstanding Panhellenic leaders. 27

28 WORKFORCE REPORTS Panhellenic Department Report The Gamma Phi Beta Community Impact Award is presented at the annual regional Greek conferences. It recognizes College Panhellenics that develop a program creating a positive impact on their community. The winners during the biennium were: NGLA: Quinnipiac University College Panhellenic AFLV-Central: Valparaiso University and Ohio University College Panhellenic CCWL: James Madison University and University of Florida College Panhellenic During the 2017 NPC annual meeting Betty Quick (Indiana) was recognized as the recipient of the Distinguished Service Award for her long-term sustained and successful leadership in the interfraternal community. Jennifer Pierce (North Carolina-Asheville) was presented with the Outstanding Panhellenic Advisor Award and Sandy Burba (Miami-Ohio) was installed as the NPC Finance Chairman. Government Relations Gamma Phi Beta is an active member in the Fraternal Government Relations Coalition (FGRC), which advocates for state, local and federal policies that promote and protect the fraternal community. As part of this effort, Gamma Phi Beta alumnae and collegians participate in the FGRC s annual Lobby Day each April, an endeavor that seeks to build relationships with U.S. Senators and Representatives while also promoting legislation beneficial to sororities and fraternities including the Collegiate Housing and Infrastructure Act (CHIA). During the biennium four collegians participated in the annual Lobby Day with Gamma Phi Beta volunteers and International Council members. Annually, Gamma Phi Beta members contribute funds to support the Fraternity & Sorority Political Action Committee (FSPAC). Betty Quick and Julie Pawelczyk serve as Gamma Phi Beta s representatives to the FSPAC Board of Directors. Betty also served as dinner co-chair in 2017 and 2018 and joined the Executive Board in

29 WORKFORCE REPORTS Panhellenic Department Report National Panhellenic Annual Survey Highlights The 26 member organizations of the National Panhellenic Conference (NPC) participate in an annual survey. This report allows our NPC member organizations to collectively view the impact our organizations are having on the fraternal movement. Membership NPC member organizations report a total of 5,112,221 women currently initiated into our organizations 3,631,810 living alumnae Of those living alumnae, 23 member organizations report that 362,592 are active in alumnae chapters for an 18.8% decrease 415,609 undergraduates this represents a 1.1% increase over the last academic year 3,347 collegiate chapters, an increase of 71 chapters This represents a 2.7% decrease from the previous year 26 member organizations report that there were 6 new chapters representing 5 member organizations As of April 1, 2018, 19 campuses have opened for extension in ,110 collegiate chapters ever chartered 3,754 current alumnae chapters 7,375 alumnae chapters ever chartered Retention 155,357 members pledged in the academic year 145,615 of those women were initiated for a 94.0 percent overall initiation/retention rate Retention through initiation has increased 2 percent in the last academic year. 26,984 initiated members resigned from our organizations 74,446 collegiate women graduated from college as reported by 25 member organizations Philanthropy and Volunteering $34,093,349 in philanthropic dollars raised by 25 organizations $25,143,897 raised by collegians in 23 organizations $8,949,452 raised by alumnae in 15 organizations 2,484,069 hours volunteered reported by 25 organizations 2,376,587 hours volunteered by collegians in 12 organizations 107,482 hours volunteered by alumnae in 9 organizations Alumnae Panhellenics active Alumnae Panhellenics 115,594 hours donated to community service $508,850 raised for scholarships 466 scholarships awarded $490,399 raised for philanthropic causes 127/176 Alumnae Panhellenic reporting active Alumnae Panhellenics 33,376 hours donated to community service $383,000 raised for scholarships $234,569 raised for philanthropic causes 29

30 WORKFORCE REPORTS Panhellenic Department Report Collegiate Panhellenics College Panhellenics 672 campuses with NPC chapter(s) 328,060 hours donated to community service $639,670 raised for philanthropic causes 220/575 College Panhellenic reporting College Panhellenics 672 campuses with NPC chapter(s) 2,450,000 hours donated to community service $12,900,000 raised for philanthropic causes statistics were not available for the publication of this report 30

31 GAMMA PHI BETA FACILITIES MANAGEMENT COMPANY REPORT GAMMA PHI BETA FACILITIES MANAGEMENT COMPANY REPORT 31

32 GAMMA PHI BETA FACILITIES MANAGEMENT COMPANY REPORT As chairwoman of the Board of Managers for the Gamma Phi Beta Facilities Management Company (FMC), I am pleased to share the FMC s progress over the biennium. Strategic Growth The FMC supports the Sorority s growth and achievements by providing facilities and services to thousands of members. The FMC celebrated the dedication of six facilities in the biennium: Zeta Iota (Valparaiso) September 2016 Eta Mu (Duke) September 2016 Beta Beta (Maryland) October 2016 Beta (Michigan) October 2016 Eta Sigma (Central Missouri) November 2016 Eta Eta (South Florida) September 2017 Portfolio of Work The FMC currently owns or manages the facilities for 28 chapters and provides financial services for 12 affiliated house corporations (AHCs). There are 3,406 members currently living in a Gamma Phi Beta facility, and the FMC directly serves 38 percent of these members. 62% 18% 20% Members living in a Gamma Phi Beta Facility Number of members living in a FMC owned managed facility Number of members living in a Financial Services client facility Staff visit all residential FMC owned or leased facilities each year. University-owned dorms and chapter rooms are visited every three years. These visits provide an opportunity for staff to meet with chapter members, advisors and facility directors to determine what could be done to best enhance the member experience. This is also an opportunity to continue to cultivate relationships with universities and Greek life personnel. Proposed Amendments to the Bylaws As a result of an impending Bylaw amendment naming the FMC as the overseer of AHCs (currently International Council s designee), the FMC has hired a full-time AHC manager. To date, a new AHC volunteer support structure has been developed, AHC resources have been created and new resources continue to be established to ensure the health and success of AHCs. The 12 proposed amendments related to the FMC that our delegates will vote on at Convention in Dallas are at their core meant to help the FMC meet its mission and vision by providing clarity and further definition around their oversight and responsibility. The FMC remains accountable to the Sorority and International Council, and no proposed amendments in the FMC category change that structure of accountability. 32

33 GAMMA PHI BETA FACILITIES MANAGEMENT COMPANY REPORT The FMC s Future As the FMC serves 49 percent of Gamma Phi Beta s 18,946 collegiate members, the FMC is built on a PACT with the Sorority: partnership, accountability, cooperation and transparency. It is the mission of the FMC to ensure all Gamma Phi Beta facilities are safe and inviting. The FMC works in partnership with the Sorority to make certain housing needs can be fulfilled now and in the future. The FMC Board of Managers is accountable for the long-term sustainability of the FMC. The board is focused on fiscal health, prioritizing the establishment of operating reserves, repayment of debt and continued exploration of new potential revenue streams. Embracing cooperation, International Council and the Board of Managers held their first ever joint meeting in January A variety of topics were discussed including the AHC support plan, industry trends and financial performance. Ongoing communications and transparency are priorities reflected in the FMC Strategic Plan. You can view the FMC Strategic Plan on page 41. Affiliated House Corporations As mentioned in the section about proposed Bylaws amendments, the FMC has hired a full-time AHC manager during the biennium. A volunteer structure has been created to better support AHCs. The new volunteer team is made up of two facilities coordinators and six facilities specialists. Over the past several months these volunteers have been working together on their onboarding and training. In the summer of 2019, the Housing and Facilities Conference will be held concurrently with the REAL Leadership Institute. Expanding the scope of this time together will allow attendees to maximize their experience by working across departments and building relationships. This new facility will reflect the chapter s personality and the Gamma Phi Beta brand. One primary feature of the house is the four columns on the exterior representing our four Founders and Gamma Phi Beta s four Core Values of Love, Labor, Learning and Loyalty. Additional features include: A large craft room for recruitment banners, hobbies, etc. A dining room with space for all members to gather for their weekly chapter meeting A large outdoor covered patio Free laundry on the second and third floor for live-in members A creative space for homework and group studying Dedicated closets for ritual and recruitment storage Eta Xi (Florida) Chapter Facility In August 2017, Eta Xi Chapter hosted a groundbreaking ceremony to kick-off the construction of a 24,000 square foot facility that will house 71 women and one facility director. As with any project of this size, we have experienced delays due to hurricanes and unseasonably cold weather. The project at the University of Florida is almost one third complete at the publication of this report. We expect completion and occupancy later this year. This is the largest project ever undertaken by the Facilities Management Company and has been an enormous financial commitment, with a total project cost estimated to be almost $10.5 million. 33

34 GAMMA PHI BETA FACILITIES MANAGEMENT COMPANY REPORT Current Year Financial Review The Board of Managers spends a large part of every meeting discussing the organization s current financial picture while evaluating opportunities for growth. The FMC s budget revenue totaled $4,760,674 and expenses were budgeted at $4,728,146 As of April 30, 2018, year-to date actual revenue is $4,491,715 and year-to-date actual expenses are $3,561,225. The following reflect the revenue and expense category budget to actuals through the end of the FMC s third quarter. Revenue Year to Date through April 30, 2018 Room and Board Facility Fees Financial Service Program Interest and Investment Income 3% Expenses Year to Date through April 30, 2018 Personnel FMC Activities and Operations Rent Food Services MOU Reimbursement Loan Interest 3% 5% 14% 6% 33% 59% 27% 36% 19% The organization is expected to end the fiscal year with the Statement of Activities reflecting a net surplus. This cash will be needed to cover costs associated with the Eta Xi (Florida) project not covered through construction financing. Once year-end audited financials are available, the FMC Board of Managers will determine the amount of cash to be used to fund operating reserves and for repayment of outstanding debt. Liquidity and cash reserves will continue to be a challenge in the coming year. The FMC staff s hard work coupled with the Board of Manager s vision and direction will direct efforts to provide exceptional service, opportunities for growth and long term-financial health. It has truly been a pleasure to lead the Gamma Phi Beta Facilities Management Company. The FMC will continue to move the organization forward strategically and to provide extensive facility resources in order to maintain a safe, competitive and inviting environment for our members. Leigh Ann Price Chairwoman, FMC Board of Managers 34

35 GAMMA PHI BETA FACILITIES MANAGEMENT COMPANY REPORT GAMMA PHI BETA FOUNDATION REPORT 35

36 GAMMA PHI BETA FOUNDATION REPORT We re One, Joined by the Heart The biennium was a success for the Gamma Phi Beta Foundation. This report shares how financial gifts from our members and friends changed lives, left a legacy of love and ensured Gamma Phi Beta continued to thrive. The generosity of our donors made our accomplishments possible. The mission of the Gamma Phi Beta Foundation is to support and inspire the lifelong development of women. Our vision is to be a premier philanthropic organization that supports world class leadership education for women of all ages, inspires members to embrace lifelong giving and service, provides financial aid to further academic endeavors and through our Loyalty Grant program, provide aid to members facing extreme financial difficulties due to unexpected life circumstances. Strategic Plan The Board of Trustees are in their second year of the Foundation s strategic plan. There has been tremendous progress made toward initiatives identified within that plan. Extensive discussions take place during every Board of Trustees meeting to highlight progress, successes and strategies for future achievement. Some highlights from the biennium include: an increase in annual giving; an increase in gifts to the One Heart campaign; an increase in our social media presence; the creation of a business continuity plan; and the creation of the Foundation ambassador program. Please view our strategic plan on page 42. Highlights of Key Successes Increase Funding for Our Areas of Greatest Need We saw continued success of the One Heart campaign, which was publicly launched at Convention This historic campaign continues to be the focal point for the Foundation and has generated growth with the creation of endowments and an increase in planned gifts. The Board of Trustees and Foundation staff continue to work 36

37 GAMMA PHI BETA FOUNDATION REPORT together to conduct donor cultivation and visits to reach our campaign goal of $14.5 million in unrestricted and restricted funds. The One Heart campaign will continue to Convention 2024 with the celebration of Gamma Phi Beta s 150th anniversary. Additional Growth in Funding and Awareness We created The Founders Society, an annual recognition society for members giving $5,000 or more in unrestricted gifts. We created Carnation Nation, an annual recognition society for our collegiate members which fosters the lifelong spirit of philanthropic giving. The Crescent Society (formerly The Founders Society), a recognition society for members giving between $250- $1,873 annually was rebranded. We established 19 new endowments in the past two years and established a philanthropy endowment to support members for their volunteer efforts within the continental United States or abroad. We awarded $296,782 in leadership and financial aid; including $49,606 in Loyalty Grants during the biennium. We raised $54,772 through the Chapter Challenge for the areas of greatest need during the biennium. Congratulations to the 2017 Chapter Challenge champion, Eta Lambda Chapter (Central Florida) and the 2018 Chapter Challenge champion, Psi Chapter (Oklahoma). We established new partnerships with community foundations within Canada to provide our Canadian sisters with the opportunity receive a tax credit and gift recognition for their donations toward newly-established financial aid endowments. Optimize Operational Excellence Foundation investments, revenues and operating expenses are all carefully reviewed and managed by the Board of Trustees, the Finance Committee and Foundation staff. Our spending and investment policies are reviewed and approved annually and are intended to protect the Foundation s endowments in uncertain times. This past biennium, the Trustees elected to engage a new investment partnership with Bernstein. We operate in an ethical, fiscally responsible and transparent manner. Financial details are published in our annual report, which is available on our website or mailed by request. Our audit continues to earn an unqualified opinion. Audited financials are available by request and published annually through Guide Star. 37

38 GAMMA PHI BETA FOUNDATION REPORT In Closing The following members served on the Gamma Phi Beta Foundation Board of Trustees during the course of the current biennium: Carey Capra Bettencourt (California-Berkeley), Jennifer Kurumada Chuang (California-Berkeley), Kathy Sackmaster George (Indiana State), Cathy Boudreaux Griffin (Louisiana State), Frances Griffin (Texas-Austin), Autumn Hansen (Idaho), Karen Hedine (University of Washington), Annabel Jones (Oklahoma), Jeannette J.J. Stoll Kaelin (Colorado-Boulder), Karen Lee Kendall (Vanderbilt), Margaret Myers (Colorado College), Rosemary Milew (California-Irvine), Karen Urette (Oklahoma), Kitty L. dekieffer, Foundation executive director, Laurie Veldhuizen (Florida State), Sorority executive director, and Megan Wick (Washington State) Sorority executive director, 2017-current. It has been a wonderful opportunity serving as Foundation Chair these past two years. I am excited by our continued growth of support for Gamma Phi Beta and her programming. I believe the progress we are continuing to make every day will ensure the legacy of our sisterhood. I am grateful to International Council for the opportunity to serve, to the Foundation Board of Trustees for their time and expertise and to the Foundation staff for their dedication, professionalism and friendship. I continue to be in awe of our donors who consistently demonstrate the desire to be more, do more, and give more, all for Gamma Phi Beta. Julie Dunn Eichenberg Chair, Gamma Phi Beta Foundation All data is current as of May 1, 2018 prior to our fiscal year end of July 31,