Universities and inter/national organizations often face significant challenges when dealing with issues related to student organizations, particularly when these concerns involve operational, cultural, or life-safety matters. For universities, the primary objectives often center on upholding campus policies, ensuring the safety and well-being of the community, and maintaining a positive environment for students. On the other hand, inter/national organizations, such as fraternities and sororities, focus on promoting their values, guiding their chapters to uphold their standards, and supporting their alumni and stakeholders. Although these two types of organizations share similar goals, differing priorities, leadership transitions, or varied approaches to investigations can sometimes hinder effective collaboration.
In instances where collaboration is executed thoughtfully, however, it can lead to transformative outcomes. Beta Theta Pi, a prominent fraternity, has demonstrated how a strong partnership with universities can overcome challenges and lead to meaningful improvements. For example, the fraternity worked closely with university officials at Texas Tech University during an investigation into chapter activities. By joining forces, the organizations not only identified policy violations but also developed intervention plans that addressed cultural concerns and operational improvements within the chapter. Similarly, Beta Theta Pi took swift and effective action to address critical concerns at the University of Connecticut. By collaborating with the university, the fraternity was able to reset expectations, implement its “Expectations of Excellence” program, and address deeper cultural issues that had emerged within the chapter. These partnerships highlight how a coordinated effort between universities and inter/national organizations can result in comprehensive solutions, fostering safer, values-driven communities.
Texas Tech Chapter Context
When concerns regarding Beta Theta Pi’s chapter at Texas Tech University were raised, the fraternity recognized the importance of collaboration with the university. Texas Tech officials approached Beta Theta Pi to address several issues within the chapter, and the fraternity responded by immediately working together with the university. This approach underscored the mutual recognition of the potential for success at Texas Tech, aided by a dedicated alumni network, a supportive chapter facility, and the chapter’s commitment to excellence.
The University invited Beta Theta Pi to take part in the investigation process, and the fraternity promptly sent staff to the campus to engage with the university officials. This rapid response underscored the fraternity’s commitment to maintaining positive relationships with the campus community while ensuring that the chapter operated in line with Beta Theta Pi’s values. Both parties recognized that while the university’s primary focus was on investigating policy violations, Beta Theta Pi’s priority was to assess and improve the chapter’s culture to better reflect the organization’s core principles.
Throughout the process, communication between Texas Tech University and Beta Theta Pi remained open and consistent. Both sides were united in their commitment to helping the chapter improve, with the university addressing policy violations and Beta Theta Pi focusing on the chapter’s culture. The investigation culminated in a comprehensive plan that outlined specific measures to improve the chapter’s operations. This included educational initiatives, operational improvements, and a strengthened advisory team that would support the chapter moving forward.
One of the key outcomes of the investigation was the collaborative development of an intervention plan. This plan not only addressed the immediate issues at hand but also aimed to provide long-term solutions that would benefit the chapter in the years to come. The partnership between Beta Theta Pi and Texas Tech University helped demonstrate to chapter members the importance of upholding the values of the fraternity while also aligning with university policies. This collaboration laid the groundwork for a healthier, more sustainable chapter culture moving forward.
Texas Tech Investigation Process
Texas Tech University employs a four-tier system for addressing student organization conduct, with Tier 4 being reserved for the most severe violations. In this case, a credible anonymous report led to a Tier 4 investigation into Beta Theta Pi’s chapter at Texas Tech, which brought the chapter under scrutiny. Instead of acting in isolation, Texas Tech worked closely with Beta Theta Pi throughout the process, demonstrating a shared commitment to both accountability and improvement.
The investigation began quickly. On Monday, both Texas Tech and Beta Theta Pi were notified of the allegations, and by Thursday, investigative teams from both organizations were on campus conducting interviews. The university’s focus was on investigating policy violations, while Beta Theta Pi’s team focused on understanding the chapter’s culture. This dual approach allowed for a more nuanced investigation that leveraged the university’s institutional knowledge and Beta Theta Pi’s expertise in fraternal operations.
Beta Theta Pi took responsibility for informing chapter members about the investigation and organizing the schedules for interviews, while Texas Tech staff gathered relevant membership data on current members’ involvement, roles, and identities on campus to better understand chapter culture. The process began with a strategic planning session with the chapter president, where both Beta Theta Pi and Texas Tech emphasized transparency and cooperation. Interviews were scheduled in 30-minute blocks, allowing investigators from both sides to explore issues in detail. After each interview, debriefs were held between Beta Theta Pi staff and Texas Tech’s Director of Fraternity and Sorority Life, which allowed both sides to align their strategies, address inconsistencies, and adjust questions as needed.
The collaboration between the two organizations yielded a comprehensive understanding of both the policy violations and the chapter dynamics. Rather than simply focusing on punitive measures, the investigation aimed to create a forward-looking plan. This included joint educational workshops that emphasized both the fraternity’s values and the university’s policies. The workshops were designed to instill lasting behavioral changes in the chapter’s members, reinforcing their responsibilities to both the fraternity and the broader campus community.
The Texas Tech investigation demonstrated the transformative potential of collaboration between universities and inter/national organizations. By aligning their expertise and shared goals, both parties were able to address pressing issues while laying the foundation for long-term success. The investigation underscored the importance of partnerships in enhancing the student experience and ensuring the sustainability of student organizations.
University of Connecticut Chapter Context
At the University of Connecticut, Beta Theta Pi’s chapter faced significant operational and cultural challenges that led the Center for Fraternity and Sorority Development (CFSD) to seek intervention from Beta Theta Pi’s international headquarters. After six consecutive semesters of failing to meet the university’s “Expectations of Excellence” (EOE) program requirements, coupled with repeated conduct violations, it became clear that external intervention was necessary. CFSD reached out to Beta Theta Pi, requesting assistance in addressing these challenges.
Beta Theta Pi’s staff took immediate action, focusing on identifying key members of the chapter who were committed to fostering positive change. With the support of CFSD staff, Beta Theta Pi organized and facilitated a retreat aimed at resetting the chapter’s culture and reinforcing the shared goals between the university and the fraternity. The retreat was designed to foster a sense of accountability and support among chapter members, emphasizing the importance of adhering to both the fraternity’s values and university policies.
The retreat marked a turning point in the chapter’s journey. The collaboration between Beta Theta Pi and CFSD created an environment in which chapter members saw the collective commitment of both organizations to their success. Together, the two organizations developed a comprehensive plan to address the chapter’s cultural and operational deficiencies. By using the “Expectations of Excellence” program as a guide, they ensured that the chapter’s progress aligned with both Beta Theta Pi’s values and university standards.
Regular joint meetings between Beta Theta Pi and CFSD staff ensured that the chapter received continuous support and accountability. This consistent collaboration proved instrumental in the chapter’s turnaround. By the time of the next academic year, the chapter had doubled in size and had significantly improved its operations, emphasizing the importance of accountability and maintaining a positive chapter culture. This success would not have been possible without the strong partnership between Beta Theta Pi and CFSD.
University of Connecticut Post-Reorganization Follow-Up
After the intervention at the University of Connecticut, Beta Theta Pi’s Zeta Chi Chapter underwent significant changes. The chapter successfully met the “Expectations of Excellence” requirements, marking a remarkable turnaround. As of November 2024, the chapter was on track to achieve Navy status, which indicates that it had exceeded university expectations for the semester.
The transformation of the Zeta Chi Chapter at the University of Connecticut exemplified the power of collaboration between university staff and inter/national organizations. By combining accountability with support, both CFSD and Beta Theta Pi were able to guide the chapter through a difficult period, ultimately leading to its success. The intervention demonstrated that with consistent communication, shared goals, and coordinated efforts, significant cultural and operational improvements could be achieved.
Recommendations
Effective interventions require thoughtful follow-up to ensure sustainable progress with the terms of the partnership being a core component of the collaboration. We highlight below what worked in our complex challenges and we encourage fraternity and sorority Advisors, headquarters staff, and  to enter collaborative partnerships to create the best outcome for the chapters and students you serve. There is no concrete way to show support and you may need to use creativity and local networks to try new ways to create a thriving environment for your at-risk chapters.
Maintaining transparency is critical to rebuilding trust and fostering a culture of accountability. Be clear in communicating expectations, next steps, and consequences for non-compliance. Share regular updates with chapter leaders, members, and advisors, ensuring they understand the rationale behind decisions and the milestones required for success. Transparency creates an environment where all stakeholders are informed and aligned.
Investing time in building trust with key chapter leaders is essential. Identify individuals who have demonstrated a genuine commitment to the organization’s improvement and work collaboratively with them. Develop strong relationships between campus staff, chapter leaders, and headquarters representatives to create a united front. By demonstrating consistency, fairness, and a willingness to listen, trust can be rebuilt and sustained.
Establish regular, semesterly check-ins between the chapter leadership, headquarters, and campus staff to monitor progress and address any emerging concerns. These meetings should focus on evaluating the chapter’s adherence to both university and national organization standards, celebrating successes, and identifying areas for improvement. Scheduled check-ins ensure accountability while providing a structured opportunity for dialogue and ongoing support.
Implementing these recommendations fosters a culture of accountability, collaboration, and sustained progress. By prioritizing transparency, building trust with key leaders, and institutionalizing semesterly check-ins, the campus can ensure the long-term health and success of its fraternity and sorority community. This structured support system reinforces the positive outcomes of the intervention and builds a stronger foundation for future growth.
About the Authors
Robert Alberts serves as the Director of Fraternity Services for Beta Theta Pi, where he supports chapters and recruits volunteers across North America. He earned a Bachelor’s degree in Social Work from Illinois State University, a Master’s degree in Counseling from the University of Nebraska, and will complete a Master’s in Clinical Social Work at the University of Iowa in Spring 2025. Currently, Robert is the Chapter Counselor for Beta Theta Pi’s Alpha Beta Chapter at the University of Iowa. In addition to his role with Beta Theta Pi, he works part-time as a therapist at a psychiatric hospital and has prior experience in higher education, specializing in housing, student conduct, student support, and fraternity and sorority life.
Joie LeRette serves as the Director of Fraternity and Sorority Life at Texas Tech University. She earned a Master’s degree in Professional Counseling from the University of West Georgia in 2017 and a Bachelor’s degree in Communication Studies from Iowa State University in 2015. Joie became a member of Alpha Omicron Pi, Iota Sigma Chapter, in the Fall of 2011. She is also actively involved in professional organizations, volunteering with the Association of Fraternal Leadership and Values as well as the Association of Fraternity/Sorority Advisors.
Tori Succi works as the Assistant Director of Fraternity and Sorority Development at the University of Connecticut and also serves as the primary National Pan-Hellenic Council Advisor. She received her Master’s in Higher Education and Leadership Policy (2018) and BA in Public Relations and Dance (2016) from Hofstra University. She joined Phi Sigma Sigma, Epsilon Kappa Chapter in the Fall of 2013. Professionally she volunteers with Northeast Greek Leadership Association serving as Secretary on the Board of Directors and Phi Sigma Sigma as Chapter Key Advisor to the Zeta Zeta Chapter at Quinnipiac University.
