In the fall of 2005, the Student Organizations and Activities Office (now referred to as the Office of Student Life) contracted Tom Jelke of t.jelke solutions, inc. to evaluate and assess the Ball State University Greek community.  He provided recommendations to develop a comprehensive strategic plan for the community.  Formal and informal interviews were conducted with over 120 Greek and non-Greek students, administrators, alumni, advisors, community members, and other constituents.  In addition, 43 pertinent documents such as policies and procedures, promotional materials, constitutions, and statistical data about the Greek community were analyzed.  He suggested forming a committee comprised of students, faculty, and staff to review each recommendation and discuss if, when, and how they would like to proceed with implementation. This was the first step towards creating the BSU Greek Strategic Plan.  Below you will find information taken exactly from the report provided by the consultant. 

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• Community is underperforming; it has the potential to be one of best in country.
• In order to get the Greek community to become high performing, there needs to be a triangulated challenge and support effort from the alumni, inter/national headquarters, and university administration. 
• The University administration is seen as adversarial by some members of the Greek community and alumni.
• Organizations are not acting like much of a community at all.
• There is a lack of internal accountability among chapters and councils at Ball State, particularly with the IFC and IFC fraternities. 
• The report highlighted several issues that the Greek community at Ball State is facing, but it is clear that many of these issues stem from one pervasive problem: Too many members of these groups are neither aware of nor in tune with the core values of their organizations.

• Grades showed improvement for the Fall 2005 semester.
• Freshman to Sophomore retention and 4 year graduation rates are significantly higher than the Ball State average.
• There is an understanding of the importance of philanthropy and service by some leaders, members and chapters.
• A core group of students understand that change is not only necessary, but also imperative in many areas. 
• There are alumni, inter/national fraternity/sorority headquarters, and university administrators who would like to see the fraternity and sorority community improve and become a viable entity on the Ball State University campus.