Diversity & InclusionInnovation Team

2015-2016 Year-End Report

ContentsTeam charge and charter…….………………..4

2015-2016: Key results..………………………8

2016-2018: Recommended priorities…………15

Next steps……………………………………17

Special thanks………………………………...18

“Let us found a society that shall be kind alike to all and think more of a girl’s inner self and character than of her personal appearance.”

- Sarah Ida Shaw

Team charge and charterTri Delta’s first diversity and inclusion innovation team was commissioned in May 2015 by the Executive Board, with Fraternity president Phyllis Grissom serving as executive sponsor. The team, comprising one chair, five members and an EO staff liaison, was charged with beginning the work to articulate, advance and champion Tri Delta’s official position on diversity and inclusion.

Team charge and charterComposition and interactions

Team compositionExecutive Sponsor: Phyllis Durbin Grissom, Southern Methodist

� Chair: Kate Davis Shasha, Wake Forest

� Dan Bureau*� Krystal Clark, Maryland *

� Heather Smart Evans, William and Mary*

� Josh Schutts*� Courtney Pike Templin, Spring

Hill

� Staff Liaison: Mari Ann Callais� LDC Liaison: Elizabeth Howard

DiMartino, Boston

Key interactionsHow the team works together

� Connect monthly via virtual meeting (conference call/WebEx), with some independent or small-group work in between calls; may convene for a face-to-face meeting, as necessary and subject to Executive Board approval

� Each meeting emphasizes strategic, inquiry-based approach in line with group’s advisory nature

How the team works with key partners and stakeholders

� Executive Board: Keep apprised of plans and progress, including major events and feedback� Other innovation teams and committees: Identify and pursue opportunities to share

information and align work� Executive Office staff: Coordinate communications and content in line with Fraternity initiatives,

publications and events� Future phases of work will engage collegiate and alumnae volunteers/chapter officers, universities,

other fraternal groups, and partners/vendors

* Interested in serving a second term (2016-2018) on the D&I team

Team charge and charterResponsibilities

Team responsibilitiesArticulate, advance and champion Tri Delta’s position on diversity and inclusion

� Explore, through meaningful discussion and research, the concept of diversity and inclusion as it relates to Tri Delta’s Purpose, values, strategic plan, policies, programs, and stakeholder interactions

� Develop and present recommendations to the Executive Board, regarding:− Measurement: Collection and strategic use of demographic and psychographic data (by July

2016)− Policies and practices: Ensuring the Fraternity’s governing documents and culture promote

a diverse, inclusive organization (post-July 2016) − Tri Delta as an organization for women: Advantages, challenges, and future status of Tri

Delta as a single-sex organization (post-July 2016)� Consider and represent various stakeholders’ viewpoints and priorities in deliberations and

decision-making, creating a channel for engagement

What the team doesn’t doActivities outside team scope

� Make decisions about Fraternity strategy, priorities or resources� Represent the Fraternity in dealings with internal or external parties, unless appointed to do so � Liaise with Tri Delta’s boards, Executive Director, Executive Office staff, or media without prior

approval

Team charge and charterAgreements

Team agreementsWhat do we want to accomplish?

� Meaningfully engage collegians and alumnae to effect real and lasting change that enriches the everyday member experience

� Communicate clearly, frequently and openly – what buzz can we create around D&I? How are we ensuring our messages resonate with a variety of audiences? How are we fostering a sense of success and pride across our membership?

� Address the external influences and events that shape perceptions of diversity and inclusion issues – are we current? Relevant? Future-focused?

How will we work together to accomplish it?

Focus on…�Learning and sharing – what can we learn from one another? From other Tri Deltas? From people and groups outside our organization?�Clear communication and roles/responsibilities – how are we progressing? Does everyone know what’s happening?�Our mission – is what we are doing in service of our charge?�Positive intent, openness and trust – everyone has a story, and we strive to make progress through meaningful conversation�Possibilities – this work is about what we can create together for the future of Tri Delta

2015-2016: Key resultsIn its first year, the D&I innovation team laid a solid foundation for the years of work to follow, focusing on the priority areas of:

• Measurement and data• Communications• Partner and stakeholder interactions

2015-2016: Key resultsMeasurement and data: Context

Led by team members Dan Bureau and Josh Schutts, we conducted a data analysis on diversity and inclusion-related items from the EBI survey administered to collegiate chapters in the 2014-2015 academic year (participation rate: 56.1%). Together, the team examined the impact that race and sexual orientation have on overall satisfaction with the member experience, overall learning and overall program effectiveness.

2015-2016: Key resultsMeasurement and data: Highlights

• Of 138 surveyed chapters…- 133 have members who identified as a race other than white (1,006 members; 8.8% of respondents)- 102 have members who did not select heterosexual as their identified sexual orientation (269 members

total; % of respondents unknown)• Overall, more diverse populations are less satisfied. Women identifying as non-heterosexual or as a

race other than white generally had lower levels of engagement and satisfaction with the Tri Delta collegiate experience.

• It’s critical to balance member and Fraternity priorities. Generally speaking, our collegians don’t place high value on elements of the member experience related to D&I – e.g., sense of belonging, diverse populations, and principled dissent. However, we know they’re vital to an enriching, Purpose-ful experience.

• Diversity education shouldn’t feel like education. Rather than develop specific training, our aim is to seamlessly integrate elements of D&I into existing programs and offerings. The same goes for our communications – we want to inspire and connect, rather than report.

• Appreciate differences; celebrate commonalities. Each Tri Delta has her own story; true sisterhood transcends everyday interactions, and finds common ground in our shared values and Ritual.

View the full D&I data analysis here.

2015-2016: Key resultsCommunications: Context

Led by team member Courtney Templin, we launched a Fraternity-level communication campaign that modelled conversity (an intentional focus on commonalities leading to attitudes and behaviors that capitalize on human differences for organizational success) and raised awareness via Tri Delta’s social media platforms. Monthly posts generated thousands of impressions and encouraged user interaction. Our first Trident article will appear in the Summer 2016 issue to inspire conversation around this topic as the new academic year (and recruitment, for many campuses) begins.

2015-2016: Key resultsCommunications: Highlights

Calendar highlights

February 2016 � Black History Month (pictured at right)

March 2016 � International Women’s Day (pictured below)

April 2016 � National Volunteers Month

May 2016 � Asian-Pacific American Heritage Month

June 2016 � Trident article: “Making the Connection: Being ‘Kind Alike to All’”

2015-2016: Key resultsPartner and stakeholder interactions: Context

As our team formed, a number of past and present Fraternity leaders – as well as several NPC supporters –participated in interviews to inform and shape our work.Once underway, various team members (notably, Heather Evans and Krystal Clark) led efforts to educate and engage a variety of stakeholders and partners within the Fraternity, including:• EO staff (including 2015-2016

CDCs)• Other committees and

innovation teams

• Volunteers• Collegiate and alumnae

members

2015-2016: Key resultsPartner and stakeholder interactions: Highlights

EO staff and 2015-2016 CDCs

� Chapter Services: Partnered with the Chapter Services team on EBI data analysis and CDC curriculum, as well as a D&I-focused review of the revised new member education program

� Communications: Partnered with the Communications team on 2016 campaign� CDCs: Led modules at each training, including summer (intro to D&I, Privilege Walk activity and

goal-setting for year ahead), mid-year (reflections, opportunity analysis and understanding microaggressions) and year-end (reflections and community-building)

Other committees and innovation teams

� Architected first all-committee roundtable to share priorities and updates; to be repeated on a regular basis going forward

� Team members acted as regular liaisons to other committees: LDC, Bylaws, Member Discipline and Ritual. Notably, an initial Bylaws review was conducted, and it was deemed a high priority for the Bylaws/D&I teams to work together in 2016-2018 to prepare amendments to be presented at 2018 Convention

Volunteers � Presence at 2015 Volunteer Leadership Conference (formal “lunchworking” table as well as informal networking and education)

� Planned presence at 2016 Volunteer Leadership Conference/Convention (student life panel, conversation rooms, State of the Fraternity video report)

Collegiate and alumnae members

� Developed plan for D&I collegiate team member selection and engagement for 2016-2018� Interviewed collegiate and alumnae members who are promoting diversity and inclusion in their

respective chapters for Summer 2016 Trident feature

2016-2018: Recommended priorities

Based on this year’s work, we recommend that 2016-2018’s D&I efforts continue to focus on:• Conversations• Culture• Data • Education

2016-2018: Recommended prioritiesConversations Aim to broaden inspiring and guiding conversations in the D&I realm, specifically:

•Continuing the single-sex organization conversation – and acting as a leader among our NPC/interfraternal peers to articulate and adopt a clear stance on this topic•Among Tri Delta’s membership, as it relates to Bylaws and policy, in preparation for changes to be proposed at Convention 2018; specifically, seeking counsel from a selected group of collegians and alumnae with interest in this topic•In campus communities: Chapter/advisor resources, partnerships with other student organizations

Culture Consider (and let decisions be shaped by):•What culture as a whole do we want to create in our chapters, communities, and for Tri Delta as a global Fraternity?•What shift(s) do we need to make to create communities of true belonging, diversity and inclusion?•How will we know we’ve been successful? How will we reward and recognize those making a difference?

Data Build on what we learned from recent EBI data to determine:•What else do we want to know about each chapter? Each campus?•How can we meaningfully publish (and continually refresh) this data?

Education Connect with established D&I strategic partners outside of Tri Delta to:•Create relevant member learning experiences aligned with Tri Delta’s current and future programs•Visibly support broadly-known human rights/diversity and inclusion efforts

Next stepsWith the Executive Board’s support, we plan to:• Finalize and carry out VLC/Convention

preparations• Conduct exit interviews for all team members

(and share high-level themes)• Work with Fraternity volunteers and staff, as

appropriate, to ensure a smooth transition to the next D&I chair/team (in whatever shape that takes)

Special thanksWe are grateful to all those who have lent their expertise and support to advance our inaugural D&I efforts, and are especially indebted to:• Phyllis Grissom and the 2014-2016 Executive Board• Our outstanding staff partners: Karen White, Mari

Ann Callais, Stefan Strickland, Lucy Morlan, Elyse Gambardella, Valerie Hall, Holly Thompson and Courtney Angwin

• Volunteer leaders Sarah Lindsay, Kristi Horner, Michelle Shimberg, Melissa Muller and Elizabeth DiMartino