Triangle Fraternity Update TOM PENNINGTON, EXECUTIVE DIRECTOR There is no doubt about it… we have come through one of the most challenging periods Triangle has faced in decades. The pandemic tested our chapters, National Council, and the HQ staff to find new ways to succeed amidst uncertainty and limited resources. The best news is that our undergraduates and the alumni working with them did a fantastic job of keeping our members safe. The result was no undergraduates had lengthy hospital stays and there were no student deaths related to Covid-19. In addition, there were no chapter houses forced to close due to exposure.
Growth Success Program
Many chapters found new and innovative ways to gather together for meetings, brotherhood activities, recruitment, and social activities. Online experiences built around gaming, watching movies, or doing chapter business became common as in-person events and activities were suspended. As campuses and IFCs postponed or cancelled usual recruitment activity, HQ staff helped groups build a “virtual” alternative through our Growth Success Program (GSP). Staff worked one-on-one coaching chapter recruitment chairs in creating and executing a virtual recruitment program. Chapters that participated and did the necessary work saw an average increase of 120% in new members Spring 21 from Spring 20. Even chapters that did most of the required work saw an average 50% new member increase Spring to Spring. These results motivated a generous alumnus to make a special grant to the fraternity to fund additional growth staff for the next two years. Dinah Sammon and Lilly Woltman join our team as Asst. Directors of Chapter Growth and will serve as Growth Coaches for ten or more chapters each. Robby Barlow comes to staff as a Regional Leadership Specialist and will be based in Milwaukee to work with three chapters there and with Armour in Chicago. Despite those chapter successes, Triangle started the Fall term with the lowest undergraduate membership we have had in almost ten years – under 850 total 4
members – with nearly half our chapters at a total membership of 20 men or less (See sidebar on next page). Growth must be our number one priority!
Program Development
Our annual January Leadership & Training Weekend (LTW) was reworked as an online experience. Chapter assessment and support visits were moved online and meetings with officers and chapters were done virtually, and we hosted several advisory groups utilizing chapter leaders to provide feedback and direction for fraternity programs. We postponed our summer convention, and moved it online in June (see article on Page 19/20). In addition, we found we were able to work more on new resources. The BuildTriangle program is designed to provide important lessons and “soft skills” development for members, to complement their academic work. Members that complete most or all of the program will be better prepared for life after college and for career success.
Expansion Pipeline
A critical part of the growth plan is rebuilding our expansion pipeline. The pandemic forced us to cancel at least two projects to bring Triangle to new campuses and postponed others. In some cases, campuses are unsure when they will begin to open to new groups once again. Contacts have now been made with over 30 campuses to express interest and determine opportunity. These include campuses new to Triangle and most of our former host institutions, where chapters closed. The responses received will guide us in building a priority and timeline for colonization projects. Alumni in areas where we have opportunity will be contacted about helping.
Financials
We started the year budgeting for a 25% membership decrease – an amount consistent with what colleges and our interfraternity peers expected. We were happy to see approximately half that loss, as 87% of Triangle WWW.TRIANGLE.ORG
