14 minute read
THE BITTERSWEET FAREWELL
Sigma Says Goodbye to the Mabel Lee Walton House
A hush fell over the room as the motion was passed and the gravity of the decision set in. The six women elected to lead Tri Sigma knew it was the right thing to do, but recognized the days ahead would be fraught with concern and difficult for many to understand.
Their initial discussion of relocating NHQ in fall of 2022 was not the first time Tri Sigma’s Executive Council considered the idea. In fact, records show visits to possible relocation sites were made 34 years ago to St. Louis, Indianapolis, and Cincinnati, according to a memo from Past President Mimi Brandt Hiner dated April 29, 1989. Then again in 2021—as recruitment numbers were slow to bounce back after the COVID-19 campus closures—the 2019-22 Executive Council sought a detailed, third-party feasibility study to revisit the physical space needs and location of the national headquarters and its archives.
After months of extensive discussion, research and analyzing the findings of the study—as well as a review of five previous studies dating back as far as 2000— Executive Council determined it was in the best long-term financial interest of Tri Sigma to sell both Walton House and the adjacent administrative offices located in remote Woodstock, Virginia.
“During the past few years, many organizations across all industries and sectors have reimagined the use of physical office spaces. With 75 percent of Tri Sigma’s full-time staff working remotely across 12 states, the operating needs of our organization have evolved,” said National President Joyce Newcom O’Daniel. “This move will allow us to dedicate a larger percentage of resources to serving the needs of our collegiate and alumnae members.”
The Walton House was once a more frequent destination for remote staff, volunteers, and visitors attending various educational and leadership programming, but it is no longer suited for this kind of activity. As noted in the 2021-22 Annual Report, the amount of funds needed to accommodate the upkeep of two properties—including one built more than 100 years ago—is significant. Due to its age, size, and condition, a minimum of $353,325 would be required for repairs over the next five years just to make it suitable for long-term daily use.
“This amount does not include funds needed for future upkeep,” said National Treasurer Bonnie L. Rainey. “The total cost is about half the current appraised value of Walton House. Committing to these costs would not be fiscally responsible nor a wise investment in our future.”
Other costs associated with staying in Woodstock include the mortgage for the adjacent administrative property, plus utilities and insurance for both buildings.
“Our Heart Home is a grand old lady who deserves to be treated with love and care. Unfortunately, the costs associated with such care have become beyond the reach of practicality, especially when coupled with the limited demand for the use of the property by Sigmas,” said a statement of support from The Walton House Board. “This is a difficult decision for all of us on the Walton House Board. We love Walton House, but we love Sigma more.”
Though Executive Council has the support of both the Foundation and Walton House Boards, alumnae member reactions have been mixed. More than 150 members attended a Conversations With Council webinar following the announcement to express their sadness, concern, or—for some—mistrust of the motives behind the decision. Others expressed support for Council’s leadership in making this difficult, but necessary decision.
One of the most frequently asked questions was why members were not given the opportunity to vote on the matter. As with most non-profit organizations, decisions regarding location and property lie with the organization’s board of directors. In fact, ownership of
Walton House does not appear in any of our bylaws. Article XII states the Walton House is under the management of the Mabel Lee Walton House Board of Trustees, and they support the difficult decision to sell the property.
“While members are obviously entitled to financial transparency—which we provide in the annual report, Convention triennial reports, and the public 990s filed each year with the IRS—matters related to assets and property are ultimately determined by Executive Council,” said Rainey. “Article III of our bylaws states that elected officers have a duty to provide sound financial management and strengthen the organization's programs and services. This decision was made under that charge and will allow us to better use our financial resources to serve our members.”
Other sentiments included concern for our archives, the chapter dolls and donated memorial items, as well as our historic ties to the Walton House and the state of Virginia.
DECLINING SORORITY NUMBERS
You wouldn’t know it by the spectacle of the University of Alabama's fall recruitment—or #BamaRushTok as it is known on TikTok—but recruitment numbers have been steadily declining for the past five years. In fact, many campuses are experiencing all-time lows in traditional sorority recruitment registrations.
This is ahead of the looming college “enrollment cliff” of 2025 when—thanks to lower birthrates during the Great Recession—the college-age population will begin to significantly shrink. Additionally, many colleges are still struggling to overcome lower numbers ushered in by COVID-19. This, coupled with years of media scrutiny and scandal among Greek-letter organizations—and the more independent natures of Generations Z and A—has the National Panhellenic Conference bracing for impact.
In 2020, NPC updated its strategic plan to prioritize cultivating strategic growth of Panhellenic communities, championing the sorority experience, and leveraging the strength of our collective member organizations. Despite these efforts, recruitment numbers continue to fall in most parts of the country, and extension efforts have slowed to a near halt. As a result, 44 sorority chapters across the NPC closed their doors during the 2021-22 and 2022-23 academic years, including six Tri Sigma chapters. With so many chapters closing their doors nationwide, universities are hesitant to make way for new chapters.
“Declining college enrollment numbers, university mergers and even campus closures mean we are seeing fewer opportunities to expand Tri Sigma to other campuses,” said Executive Council Vice President Kara Miller McCarty who serves as Director of Sorority & Fraternity Life at Cornell University. “The opportunities that do become available are extremely competitive within our NPC groups.”
McCarty, who has more than 20 years of fraternity/sorority advisor experience and is a former president of the Association of Fraternity/ Sorority Advisors, is familiar with the toll these changes can make on smaller chapters.
“For chapters that fall considerably below Campus Total, the constant pressure to be competitive with other campus sororities creates a tense and stressful culture. This prevents members from fully enjoying and benefiting from their membership experience,” she said. “That’s why it’s so important we protect and cultivate the sorority experience—so our beloved Tri Sigma can remain a strong and viable option for future generations.”
It's not just the fewer number of women enrolling in college working against us. Other campus opportunities for friendship, leadership and personal development are much more prevalent than in years past.
“There are a lot of student organizations for collegians to get involved in on campus that don't cost a lot of—if any—money. The students coming to college today are more proactive; they want to know what they're going to get out of membership that isn't just a sisterhood that costs money. They want to know how they'll be able to grow, develop and make a difference,” said Aimee Wardle, Alpha Delta, who serves as Assistant Director of Fraternity and Sorority Life at The College of New Jersey.
THE BUSINESS OF SORORITY
Fewer college students mean fewer sorority members. According to Higher Ed HR Magazine, colleges will lose around 576,000 students between 2025 and 2029 due to a dramatic birthrate decline that began in 2008. Regional 4-year colleges are expected to be hit the hardest, and—unfortunately—that is where most of Tri Sigma’s collegiate chapters are located.
“The approaching 'enrollment cliff' is being felt by institutions across the country, as university leaders make strategic decisions in preparation for smaller enrollment numbers. Drastic measures like cutting academic programs, and faculty/staff layoffs are becoming more prevalent, while others are tightening budgets and limiting much needed student support services,” said Lauren Moran, Gamma Rho, Associate Dean for Student Affairs at Carnegie Mellon University and Executive Council Vice President. “Others, however, are looking for diverse and innovative solutions to adapt to the changing demographics of college students, such as recruiting more non-traditional aged students, immigrants, and first-generation students. While many of these strategies are not always well received by students, alumni, or faculty/staff, they are all in the best interest of the future of the institution.”
While it may not feel good to refer to Tri Sigma as a business, it is. As a 501(c)(7) organization, our revenue must come from individual member and chapter dues, fees, and royalties from items such as licensed merchandise. This means our annual deposits are directly tied to the number of members we have.
“In terms of total membership, Tri Sigma currently ranks 21 out of the 26 NPC sororities,” said Executive Director Jenna Martin Pendry. “As member needs rise and nationwide sorority recruitment numbers continue to decline, the only way to remain competitive among our peers is to reduce operational costs.”
“Reducing debt and ongoing costs puts us in a much more financially secure position as we face the upcoming enrollment cliff,” said Rainey. “Our goal is not to simply ensure Tri Sigma is around for at least 125 more years, but that we continue to thrive.”
TODAY’S COLLEGIATE EXPERIENCE
“The biggest challenge I see for fraternities and sororities is figuring out how to make the experience relevant to today’s college student,” said Allison Swick-Duttine, Psi–Marshal University, who serves as Director of Fraternity & Sorority Life at State University of New York–Plattsburgh. “Our students need a place to learn soft skills like problem solving, conflict resolution, prioritizing wellbeing, making difficult decisions—and they need the support of trained advisors who know the campus culture to coach them through these learning moments.”
With greater emphasis on training, programming, leadership development, and personal growth comes greater expenses. Outside of the costs associated with in-person events, multiple staff members are needed to provide and support these resources and experiences. Not all of these costs can be passed along to collegiate members.
Most NPC groups rely heavily on grant support from their Foundations, alumnae dues, and revenue from wine club partnerships, destination travel opportunities and other similar offerings to supplement these costs.
The greatest expense outside of brick and mortar is having a staff large enough to focus on the day-to-day demands of the organization while still supporting our collegiate and alumnae chapters and enacting Tri Sigma’s comprehensive strategic plan.
off as much 30 percent of their headquarters staff in 2020 and 2021,” said Pendry. “Though we have had to indefinitely pause or reimagine some of our more beloved offerings such as The Triangle, Consultant program, Labyrinth and Dunham, we were able to add additional personnel to support chapter services and programming needs. We’ve also expanded online learning offerings, rolled out a new officer support structure, and are planning more in-person events and new member programming for 2024. We have some exciting things ahead that would not be possible with the mounting expenses of the Woodstock properties.”
LOOKING EVER FORWARD
The new headquarters will be located in the former chapter home of Tri Sigma’s Delta Delta Chapter at the University of North Carolina at Chapel Hill. This will provide an efficient transition of operations, the space needed to house and showcase Tri Sigma’s archives collection, and a physical mortgage-free hub for operations. The property is in the heart of historic Franklin Street, a thriving area close to campus, shops, restaurants, fraternity and sorority houses, and other local businesses.
impressed with the new location,” said Nicole Aichele Talbert, Delta Pi–Winthrop University, in response to the Aug. 31 Facebook post announcing the acceptance of an offer. “Not to mention it is located mere minutes from the Robbie Page Memorial Play Atrium at UNC Children’s Hospital, a symbol of our commitment to helping others.”
While there will be costs associated with taxes, upkeep, and the expense of the actual move, they will be significantly less than those related to the properties in Woodstock.
“The Delta Delta Housing Board did an excellent job maintaining the property. It will need minimal updates to accommodate our administrative offices and archives,” said Pendry. “We have also received congratulations and well wishes from the university. They are excited to have a national headquarters nearby.”
Though the majority of feedback received from Delta Delta Chapter alumnae has been positive, there was concern over the impact NHQ's relocation could have on the chapter’s return to the UNC–Chapel Hill campus.
“The closure agreement between Tri Sigma and the university states that the possibility for re-establishment will occur no sooner than 2029. A return to campus after that time will only occur when conditions are mutually ideal for both the university and Tri Sigma,” said Pendry. “If and when that opportunity becomes available, we will explore whatever new or existing facility options are needed to make Tri Sigma competitive on campus.”
There is still much work to do before the actual move to North Carolina takes place. As the sale of the properties finalized in September, NHQ negotiated a lease to rent the administration building until the end of the academic year.
“We were pleased to accept the offer of a local, long-time admirer of the Walton House. It is our hope and expectation they will love and cherish it as much as we have so it remains a pride point of Woodstock, Virginia, and Sigmas everywhere for years and years to come,” said O’Daniel.
Many incredible moments have taken place at 225 N. Muhlenberg Street, but it is sisterhood that made it a Heart Home. Walls can be left behind, but our legacy cannot. In true Sigma fashion—and with sails open wide—we must keep moving ever forward.
photo of the signing of the contract of sale.
Did you know?
While Virginia has been Tri Sigma’s longest-running base of operations, it was not the first. Prior to Sigma’s purchase of the Walton House in the 1960s, the national office had previously moved to wherever the current national president lived. NHQ has occupied three additional states—Florida, Oklahoma, and Texas.
Contrary to popular belief—Mabel Lee did not grow up at Walton House. The house was built for her brother Clyde Walton and his wife in 1914—10 years after Mabel Lee became a Sigma. It was never owned by Mabel Lee, nor was it donated to Tri Sigma.
After Clyde’s death in 1926, his wife turned the home into a boarding house. It was later sold to a doctor and turned into a hospital and medical practice. In 1961, it was sold to investors and converted back to its original floor plan.
Tri Sigma purchased the home following the 1962 Convention and changed its name from Muhlenberg Hall to the Mabel Lee Walton House. After two full years of fundraising and renovations, official operations began at 225 N. Muhlenberg in June 1965.
The summer 1965 issue of The Triangle featured Sigma's first full-color cover of which would have been a significant extra expense at this time.
Only five of NPC's 26 member sororities have headquarters located in the state in which they were founded. Half have downsized and/or relocated their headquarters in the past 10 years—including Alpha Phi's HQ that reloated to the basement of a collegiate chapter in 2022.
