Omicron Delta Kappa Society and Educational Foundation, Inc.

aka Omicron Delta Kappa   |   Lexington, VA   |  https://odk.org/

Mission

Mission (The O∆K Idea) Identify, honor and develop leaders in collegiate and community life. Encourage collaboration among students, faculty, staff and alumni to advance leadership. Promote and publicize our ideals. Vision As the most respected and effective leadership honor society, Omicron Delta Kappa strives for excellence in leadership and character development. O∆K Ideals Scholarship • Service • Integrity • Character • Fellowship Five Phases of Campus Life Scholarship Athletics Campus or Community Service, Social and Religious Activities, and Campus Government Journalism, Speech and Mass Media Creative and Performing Arts *In 2019, the ODK Foundation merged with the ODK Society to establish the Omicron Delta Kappa Society and Educational Foundation, Inc.

Ruling year info

1992

President and Chief Executive Officer

Dr. Tara Singer

Main address

224 McLaughlin Street

Lexington, VA 24450 USA

Show more contact info

EIN

61-1216165

NTEE code info

Professional Societies, Associations (Y03)

Professional Societies & Associations (B03)

Leadership Development (W70)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

By recognizing and connecting leaders, the Society also can raise its profile at the campus, community, and national level. With a focus on these two areas, the Society can affirm, through those that it recognizes and connects, its commitment to diversity, equity, and inclusivity. In addition, O∆K will elevate the level of conversation about the need for collaborative and inclusive leadership in the 21st century.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Scholarships

Every year, the Omicron Delta Kappa Foundation awards scholarships to more than 40 collegiate members to continue their educations through graduate and professional study. Scholarship awards range from $1,000 to $3,500.

Population(s) Served
Adults

Omicron Delta Kappa’s Leadership Development Initiative Grants, named for the Society’s first full-time Executive Director Maurice A. Clay, provide support to circles to create and expand leadership programs on campus. Each program or project must have leadership components such as instruction, personal growth, or leadership in action. Clay Grants are designed to raise awareness of O∆K and encourage circles to collaborate with other student organizations, university departments, and community groups. Clay Grants are awarded on a calendar year timeframe.

Population(s) Served
Adults

Each year, ODK hosts a National Leadership Conference for its members. The National Leadership Conference provides members with an opportunity to network. Additionally, there are personal leadership development opportunities and educational breakout sessions.

Population(s) Served
Adults

Listen Up OΔK Leaders is a podcast about leading in the 21st century. Our focus is collegiate leaders and leadership, but we welcome everyone. We will explore the issues of resiliency, equity and inclusion, career development, and civic engagement.

Population(s) Served
Adults

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

In consideration of the changing higher education environment, the impact of the COVID-19 crisis, and a planned leadership transition, the Society’s Board of Trustees authorized the development of a new strategic plan in early 2020. The plan itself was shared with various stakeholders in early 2021 for additional feedback. It has been further revised and edited to provide greater focus and definition to the goals and objectives based on the extensive feedback received. The plan was approved by the Board of Trustees in March 2021.

Goal One: Provide an excellent, relevant campus member and circle experience
Goal Two: Build a more diverse and inclusive organization
Goal Three: Champion, recognize, and celebrate collaborative and inclusive leadership

Goal One: Provide an excellent, relevant campus member and circle experience

A. Provide greater support for advisors
B. Unify and standardize circle programming
C. Invest in a targeted redevelopment plan for underperforming circles in order to develop a sustainable culture that offers a premium and relevant experience
D. Redevelop extension practices to ensure new circles establish a sustainable culture and the desired reputation on campus
E. Develop strategies to assess and encourage high-level circle performance

Goal Two: Build a more diverse and inclusive organization

A. Create incentives for circles to recruit, induct, and engage more graduate, professional, faculty, staff, alumni, and community members including, honorary members
B. Develop and implement policies that ensure equitable access to membership for historically marginalized and underrepresented individuals
C. Establish new pathways for non-campus individuals to join Omicron Delta Kappa

Goal Three: Champion, recognize, and celebrate collaborative and inclusive leadership

A. Develop strategies for greater celebration and engagement of individual members
B. Develop a national marketing campaign to clearly communicate the Society’s mission and impact among all audiences, including those not on campus
C. Develop a national communications program (free and paid media) on the topic of collaborative and inclusive leadership
D. Sponsor events, prizes, and activities that celebrate and recognize collaborative leadership

This plan is specifically intended to guide Omicron Delta Kappa over the next three fiscal years (through the end of FY 2024). The plan has been crafted with an intention to stabilize and develop the organization in preparation for leadership transitions. The next round of strategic planning will commence in early FY 2024 to guide the next five years of activity.

• Committed board leadership
• Visionary President/CEO and highly motivated and skilled staff
• Recently improved technology for analytics and communication
• Leading in the 21st Century, a road map for the next three years, clearly sets out metrics and objectives

Goal 1: Provide an excellent, relevant campus member and circle experience
Objective: Provide greater support for advisors

As COVID-19 precautions allow, our staff will begin visiting circles on campus, in addition to continuing with virtual visits. An extensive in-person orientation program is being planned for new advisors. The formal position of an alumni advisor has been established. If you may be interested in serving in this role, contact Vice President for Membership and Operations Tim Reed at [email protected]

Goal 2: Build a more diverse and inclusive organization
Objective: Develop and implement policies that ensure equitable access to membership for historically marginalized and underrepresented individuals

In FY 2022, the Society will collect demographic data for the first time in its history. This data will be helpful to the members of the Board of Trustees and our National Headquarters staff as we work to better understand our current collegiate population. In addition, we will expand our gift of membership program supporting all students, during this academic year. We hope to award at least 30 memberships to deserving student leaders this year.

Goal 3: Champion, recognize, and celebrate collaborative and inclusive leadership
Objective: Develop strategies for greater celebration and engagement of individual members

One tactic that has already been implemented is the acquisition of a system called Merit. This platform allows Omicron Delta Kappa the opportunity to send notices to hometown newspapers when new members are initiated. It also facilitates the distribution of press releases about Society news and volunteers. A great feature of the program is that it also shares member achievements that are outside of O∆K activities. I encourage you to check odk.meritpages.com to learn about some awards and honors presented to our members.

Much of what we have accomplished and will work on in the future has been funded through your philanthropy.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    SMS text surveys, Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person),

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,

  • What significant change resulted from feedback?

    In consideration of the changing higher education environment and the impact of the COVID-19 crisis, the Society’s Board of Trustees authorized the development of a new strategic plan in early 2020. The research completed by the strategic plan determined that the Society’s primary products are recognition and providing access to space where individuals convene across leadership disciplines. By recognizing and connecting leaders, the Society also can raise its profile. With a focus on these two areas, the Society can affirm, through those that it recognizes and connects, its commitment to diversity, equity, and inclusivity. In addition, O∆K will elevate the level of conversation about the need for collaborative and inclusive leadership in the 21st century.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders,

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We act on the feedback we receive,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome,

Financials

Omicron Delta Kappa Society and Educational Foundation, Inc.
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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Omicron Delta Kappa Society and Educational Foundation, Inc.

Board of directors
as of 9/7/2021
SOURCE: Self-reported by organization
Board chair

Dr. Willie Banks

Andrew Brown

Graduate student

Darwin Jones

Long Island University

W. Edwards

Hunton Andrews Kurth

Hameidah Alsafwani

Graduate student

Willie Banks

University of California, Irvine

Cie Cochran

SMT Grant and Non-profit Services

Linda Hooks

Washington and Lee University

Richard Johnson

Wilton Companies

Gene Siegal

University of Alabama at Birmingham

Marc Slotnick

Bailey & Slotnick, PLLC

Jeff Stone

Brasfield & Gorrie

Sandra Thurmond

Children’s of Alabama

Rick Williams

Matthew Clifford

Wake Forest University

Alexis Martinez

Georgia State University

H. Capps

Western Kentucky University

Peter Christiaans

Huron Consulting

Gregory Singleton

Austin Peay State University

Leslie Werden

Morningside College

Melissa Cancio

Graduate Student

Moneque Walker-Pickett

Saint Leo University

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 9/7/2021,

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

Equity strategies

Last updated: 08/27/2021

Policies and practices developed in partnership with Equity in the Center, a project that works to shift mindsets, practices, and systems within the social sector to increase racial equity. Learn more

Data
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.