Between Us

by Gil Gerald

I choose to communicate this message via closed group in social media, if there is such a thing, and via a post in the members only section of our website. I am hoping for open and honest discussion. I also do so on behalf of myself only and not as an officer of DGT Alumni Association. In that way I hope to represent only my own views, however informed or uniformed by my roles within DGT leadership over the past nearly eight years. I am concerned that we are stalled at a kind of impasse and my own involvement in a small group of volunteers will run out or be significantly diminished within the next 24 months before I physically move back to California to live in permanent retirement.

There are keywords that I would use in connection with this communication. They are ‘relief,’ ‘renewal,’ ‘input', ‘suggestions,’ and ‘contacts.’ In other words, these terms help me form an organization of the thoughts I wish to share with you.

Relief and Renewal — Much success needs to be acknowledged regarding the efforts of a relatively small crew of DGT Alumni, but I ain’t too proud to admit it, I am/we are tired and all have our very human limitations. This admission is not to be found in any of our minutes, you won’t find that admission there, but only hear it in private small talk, between ourselves. I am taking this reality ‘out of the closet.’ As a group we don’t want to jinx things after so much effort. However, I believe we must face and act on truths. Seven has been the magic number for conducting business since January 2013. When seven are not present we’ve used a parliamentary procedure, meeting as a committee of the whole, to conduct business. There is no other reason than the fact that the number seven was stated in the by-laws and that is one document, in need of revision, and the process of revision has been on the back burner. Personally, I think it was a godsend that the quorum was not set higher. The number of Board members has been five for the same reason. When I walked in the doors in 2012, for only the second time since I graduated in 1974, a period of 38 years, I found a dedicated group of individuals scrambling and making progress in saving the property seeking answers for the future course of DGT since undergraduate pledging ended sometime in the 2005-2006 period as I understand it. Looking back now, I believe I personally overestimated the available and interested bodies able to commit over-time. Bro. Jon Levy had an idea, which has blossomed into present day Gallery House, but for which important challenges remain. I met with Jon privately in late 2012 knowing full well he had little reason to trust someone who had been absent for practically four decades. I was ambivalent about Gallery House but yet believed whatever we did needed to be reflected in a carefully thought out and documented plan, a rationale grounded in objective information about the market and environment for such a program, a strategy for obtaining member support, and an organization to carry it out and sustain it. I committed to building the organizational piece while supporting Gallery House. It was the deal, yes, my proposal for injecting additional leadership I felt was needed. I asked him to help me identify potential Board Members. I had been away a long time and I was not confident that I would be good at that. Of the original five who committed to do this within the first couple of years, three remain, Bro. Tom Fiorella, Bro. Tom Wong and myself. We’ve succeeded in always recruiting or retaining an additional two every year. Nominations for 2020 will occur in October 2019, and the election of a new Board will take place in January 2020. In acknowledgement of our successes since 2012, I would volunteer that: 1) We obtained re-financing for the house which was under a foreclosure threat DGT disputed; 2) We developed a framework of goals and objectives — a five year strategic plan which has been updated for another five years; 3) We have managed the implementation of six semesters of Gallery House since fall 2015, and there are currently six applicants for fall 2019; 4) We re-established relationships and ongoing communications with Alumni Affairs, Student Affairs, and the President’s Office at Pratt Institute, and we have a strategy that will possibly lead to Gallery House being recognized as a Pratt student group, receiving funding and a faculty adviser; 5) We established an organizational structure with a 501 (c)(3) arm, under legal advice, that was responsive to current NY State non-profit law and also current IRS regulations; 6) With the help of a CPA firm, we rectified delinquencies, going back years, by filing tax returns going as far back as we could and working under tax amnesty provisions for New York State and New York City; 7) Through the contracting out of bookkeeping services, we have maintained the practice of maintaining financial records consistent with generally accepted accounting principles (GAAP); 8) We have a set of Internal Controls, as recommended by the New York State Attorney General’s Office, with one copy for each board member, that has been reviewed and updated, at least annually; and 9) We have invested significant resources in refurbishing and making repairs and improvements responding to the programming needs of Gallery House, NY City code requirements, tenant safety and comfort, and systems replacement needs. On the opposite side of the ledger, in my personal estimation we have fallen short in carrying out programming and outputs (e.g. website, reunions, etc) that meet the needs or desires of Alumni. Ideas are not in short supply. Many ideas have been conveyed and documented through out strategic planning effort or a special program planning committee that produced a report in 2018. Five Board Members cannot engage in carrying out fiduciary responsibilities, doing the governance piece, and also the program piece while they also pursue family and professional goals and commitments. Personally, I can’t. Hopefully, as all of us move towards making commitments and decisions regarding 2020 and beyond we all evaluate our ability to lend a hand and renew leadership at DGT. Fortunately, we have reduced the level of crisis and need for engaging in meetings. For the first two years we were meeting, physically at the House, every month. This was reduced to quarterly meetings, with telephone, email, texting, and web conferencing communications now the mode for management as needed between meetings. We even have a current Board member living in Europe. With today’s technology it has become possible for remote participation in the governance of DGT Alumni Association. I personally believe in term limits for Board Members to avoid burnout and inevitable ‘dead wood.’ For these reasons, care has been taken to develop and maintain documents such as internal controls and a Gallery House Manual to ensure that we maintain and not loose organizational capacity and memory as we renew leadership. Basic organizational housekeeping has been systematized and manualized. The wheel does not have to be reinvented nor are archaeological expeditions required.

Input and Suggestions — While we have lots of ideas, as mentioned in the previous section, Input and suggestions should always be welcome in an organization. They could be as simple as commentary and reaction to posts like this one, or they could be a phone call or email to one or more of the Board Members. Better yet is active participation in meetings. One consideration is including how your suggestion might be implemented given the burnout described earlier or the need for additional personpower. The key need DGT faces is capital. The question is being implicitly called: Do we fold up the tent and shut down, or do we continue in some other form? Since 2014, now five years ago, we’ve identified the need to obtain at least $1.25 million in capital to renovate 272 Clinton Ave, including historical restoration work on the exterior and in key interior spaces in the building. The price is likely higher at this point. Essentially two options, with additional variations of each are under consideration by the DGT Board. The first is donating the $3 million property or the proceeds of its sale to another non-profit including possibly Pratt Institute, as part of dissolution of DGT Alumni Association, as is required by state and federal tax law for non-profits. The proceeds could go to DGT Foundation, a legal charity, which would then be endowed to continue Gallery House or another charitable or educational program such as scholarships. The second option is a 99 year land/ground lease to a developer to improve, renovate, manage, and obtain income from the property with an agreement for partial use of the property (say Main Floor) by DGT as a condition of the ground lease agreement. As is customary, at the time of execution of the ground lease agreement the developer would pay the owner (DGT in this case) a fee of roughly 50% of the market value of the property, which is at least now $3 million. The $1.5 million could be placed in an investment account providing annual investment income for DGT to use for program. It would be helpful to hear responses from the membership about these options. What is your response? It is taking time, and will take time to find a developer. However, the question will have to be called sooner or later. We take in about $100,000 a year and spend $100,000 a year 90-95% on operations with practically no net left for capital improvements or additional financing. The structure is more than a century old and in need of significant capital improvements. If the answer to the called question is dissolution of DGT, then this should be done in an orderly manner that doesn’t leave a mess for someone to pick up as they are abandoned holding the bag. As a member with current legal fiduciary responsibility, I insist we act proactively. I do not wish to be a party to the current Board splitting within the next 24 months and handing over the holding of the bag in a crisis to any brother or sister or group of members. Struggling against being an alarmist, I am personally asking for your input and help, confident that the talent is there and possibly more resources and volunteer bodies.

Contacts — The Board favors the second option mentioned above, the seeking and finding of an appropriate developer for a land/ground lease agreement. Some of you actually work in real estate and real estate development, in architectural firms, or other business endeavors that might be helpful to the effort of finding a developer. One lead has not turned out to be good one for DGT. We have secured recommendations for attorneys experienced in representing the property owner in drawing up and executing such agreements. One Brother, Lance Bottari, recently suggested to me that Alumni could possibly organize as an LLC that is the developer and secure investors from within and outside of the DGT group. Perhaps this is something that might appeal to a sufficient number of members. Let the DGT Board know of your interest. It may, in my personal view, represent an ideal. Perhaps, within the personal circles, of one or more members there are persons with the capacity to make major donations to the DGT Foundation, sufficient in the aggregate to meet the capital needs for renovation and restoration work. In that case, it is possible that the deed could be transferred to the DGT Foundation and for these major donors to obtain the tax benefits that may make their generous donation more likely. A business model for the DGT Alumni Association would have to be developed that is dependent on dues but is free of the costs of maintaining the building. It would be helpful for larger group-think about these alternatives. Could you think about your own answers to these questions and share them? If you have contacts, such as potential developers who may be interested, or names of members or non-members who could invest in an LLC or who could donate in six figure amounts, please provide that information to one of the officers, Tom Fiorella, Asa Camnert, Tom Wong, or myself. We would work with you in helping to secure the donation. That would be very helpful at this time. With that, I wish to thank you for being a very important part of my life—It’s Great to Be DGT.

Bro. Gil Gerald

The Focus is You: Participate in a Brief DGT Alumni Association Survey

The responses have been very interesting so far, but the response has been, lets just say, not overwhelming in terms of the number of survey participants. It takes about 3-5 minutes at most. So what will it be? Will we have group camping trips, reunions by affinity such as graduation year, group cruises, group concert participation, regional gatherings, or some other set of ideas among the suggestions being received. This is an anonymous survey seeking your input on activities that would be of interest to you as an alumnus/alumna. It will help planning going forward. Click here to go to the survey.

Volunteer Opportunities: You Can Contribute to the Spirit and Success of DGT Alumni Association From Your Home, Anywhere on the Planet, for as Few as 10 - 12 Hours per Year.

DGT Alumni can volunteer, for as few as 10 - 12 hours a year, and make a huge difference in the organization's ability to carry out its mission and achieve its vision. There are currently 15 types of volunteer positions, some of which require as few as 10 - 12 hours of work a year. Many, such as those in the area of communications, require volunteers with the kind of professional background and skills gained through a Pratt Institute education.  The professionalism and experience among DGT Alumni can and should be reflected in the work of the organization. Most of the volunteer work can be performed from the comfort of your home, anywhere on the planet. The categories of volunteer positions, which are listed below, include Administration, Alumni Events, Communications, Gallery House Fellowship Program, Governance, and Property Management. Additional categories and positions will be added periodically to this listing of volunteer positions.

• Administration - Data Entry Volunteer (1 needed): A volunteer DGT Member or Associate (undergraduate) Member is needed for periodic entry and update of the DGT Alumni Association's data-base. The goal is to develop as complete and as accurate as possible the listing of all members ever inducted into the local fraternity (Delta Theta-Gamma, Delta Gamma Theta, or Tau Delta Phi-Tau Sigma), or inducted as an Associate (undergraduate) or full member of the DGT Alumni Association. Some of the names and contact information is gathered by other volunteers or DGT officers as these names are brought to their attention as DGT gradually reconnects with living members, most of whom graduated Pratt Institute or received part of their education there, anywhere from the 1950's through the 2006.  Other names are gathered through historical research of available documents in the possession of DGT, and also potentially within archived documents at Pratt Institute. This volunteer works under the direction of the President or another designated member of the Board. The data-base employs cloud-based software and therefore the work can be performed from any computer, from any location on the planet with access to the Internet, such as a home or office computer, or an iPad. The data-base stores more than contact information in order to help build the body of historical information about the DGT Alumni Association and its members.  Qualifications: Experience in data entry is preferred. The ideal volunteer should have access to a computer and the Internet, and should be able to put in an estimated 1-hour a month of volunteer time, or more if desired.  Online training will be provided in the use of the specific Donor Management Software employed by DGT, which is Exceed Beyond, by Telosa. Interested members should inquire by email to info@dgtaa.org.

• Alumni Events - Alumni Day Host Committee Volunteer (3-5 needed): Three to five (or more if interested) volunteering DGT Members or Associate (undergraduate) Members are needed every year to plan the DGT Annual Alumni Day Reunion event. The program is coordinated with the schedule for the on campus program and activities that are annually planned by Pratt Institute for its Annual Alumni Day and Reunion. This Annual Pratt event has been held in recent years on the next to last weekend in September.  This committee is convened by the Vice President/Vice Consul of the DGT Alumni Association.  Committee meetings are held via conference call or web-conference and therefore the work can be performed from any computer, from any location on the planet with access to the Internet, such as a home or office computer, an iPad, or a smartphone. Qualifications: The ideal volunteer is a Member or Associate Member with an interest in making the event inviting, fun and meaningful to the membership. This event potentially exemplifies and brings to life the meaning of the words 'fellowship' and 'networking' in the organization's mission statement. Members of the Committee should be able to put in an estimated 10-hours a year of volunteer time, mostly within 60-90 days prior to the date of the event. Innovation is encouraged.  Interested members should inquire by email to info@dgtaa.org. 

• Alumni Events - Thanksgiving Dinner Host Committee Volunteer (3-5 needed): Three to five (or more if interested) volunteering DGT Members or Associate (undergraduate) Members are needed every year to plan the DGT Annual Alumni Day Reunion event. This annual alumni gathering occurs on a weekend close to Thanksgiving Day.  This event potentially exemplifies and brings to life the meaning of the words 'fellowship' and 'networking' in the organization's mission statement. This committee is convened by the Vice President/Vice Consul of the DGT Alumni Association.  Committee meetings are held via conference call or web-conference and therefore the work can be performed from any computer, from any location on the planet with access to the Internet, such as a home or office computer, an iPad, or a smartphone. Qualifications: The ideal volunteer is a Member or Associate Member with an interest in making the event inviting, fun and meaningful to the membership. Members of the Committee should be able to put in an estimated 10-hours a year of volunteer time, mostly within 60-90 days prior to the date of the event. Innovation is encouraged.  Interested members should inquire by email to info@dgtaa.org. 

• Communications - Primary DGT Website Blog Editor (3 needed): Three volunteering DGT Alumni Association Members or Associate Members are needed to manage, in collaboration with a Secondary Blog Editor (see job description below) one of three blogs on the website - Updates, Member News, and the Buzz. The intention is that no one in this position commits more than a couple of hours per month to keep the content fresh and give readers reason to return. If the primary editor is unable to perform the task in any given month, the secondary editor steps in to deliver content. The primary editor will post entries once per month. Prior to posting, entries will be proofread by the secondary editor and then published.  The intention is that after a year, the back-up-editor will take over the primary editing and a new volunteer will be enlisted for back up.  The tasks can be performed from a computer, from any location on the planet with access to the Internet. Qualifications: The ideal volunteer is a Member or Associate Member interested in promoting the DGT Alumni Association's brand, 'Connections,' helping to implement the DGT Alumni Association's Communications Plan, and bringing meaning and reality to the words 'fellowship' and 'networking' in the organization's mission statement. Required skills include good English grammar and writing ability. Another helpful qualification is prior experience in blogging and editing or composing website content. Interested individuals should be able to put in two hours of work per month.  Interested members should inquire by email to info@dgtaa.org.

• Communications - Secondary DGT Website Blog Editor (3 needed): Three volunteering DGT Alumni Association Members or Associate Members are needed to manage, in collaboration with a Primary Blog Editor (see job description above) one of three blogs on the website - Updates, Member News, and the Buzz. The intention is that no one in this position commits more than an hour per month to help keep the content fresh and give readers reason to return. If the primary editor is unable to perform the task in any given month, the secondary editor steps in to deliver content. The primary editor will post entries once per month. Prior to posting, entries will be proofread by the secondary editor and then published.  The intention is that after a year, the back-up-editor will take over the primary editing and a new volunteer will be enlisted for back up.  The tasks can be performed from a computer, from any location on the planet with access to the Internet. Qualifications: The ideal volunteer is a Member or Associate Member interested in promoting the DGT Alumni Association's brand, 'Connections,' helping to implement the DGT Alumni Association's Communications Plan, and bringing meaning and reality to the words 'fellowship' and 'networking' in the organization's mission statement. Required skills include good English grammar and writing ability. Another helpful qualification is prior experience in blogging and editing or composing web content. Interested individuals should be able to put in one hour of work per month.  Interested members should inquire by email to info@dgtaa.org.

• Communications - E-letter Editor/Writer (1 needed): One volunteering DGT Alumni Association Member or Associate Member is needed to write, edit and produce, in collaboration with an Assistant E-letter Editor/Writer (see job description below), the Quarterly E-Letter of the DGT Alumni Association, 'Connector.' The intention is that no one in this position commits more than 12 hours per year (3 per quarter) to help keep the membership informed. Content or copy can and will come from others, such as a paragraph or two from the President. If the primary editor/writer is unable to perform the task in any given month, the secondary editor/writer steps in to perform the tasks.   The intention is that after a year, the back-up-editor/writer may take over the primary editing and a new volunteer can be enlisted for back up.  The tasks can be performed from a computer, from any location on the planet with access to the Internet. Qualifications: The ideal volunteer is a Member or Associate Member interested in promoting the DGT Alumni Association's brand, 'Connections,' helping to implement the DGT Alumni Association's Communications Plan, and bringing meaning and reality to the words 'fellowship' and 'networking' in the organization's mission statement. Required skills include good English grammar and writing ability. Another helpful qualification is prior experience in blogging and editing or composing web content. Interested individuals should be able to put in three hours of work per quarter.  Interested members should inquire by email to info@dgtaa.org.

• Communications - Assistant E-letter Editor/Writer (1 needed): One volunteering DGT Alumni Association Member or Associate Member is needed to assist in writing, editing and producing, in collaboration with the E-letter Editor/Writer (see job description above), the Quarterly E-Letter of the DGT Alumni Association, 'Connector.' The intention is that no one in this position commits more than 12 hours per year (3 per quarter) to help keep the membership informed. Content or copy can and will come from others, such as a paragraph or two from the President. If the primary editor/writer is unable to perform the task in any given month, the secondary editor/writer steps in to perform the tasks.   The intention is that after a year, the back-up-editor/writer may take over the primary editing and a new volunteer can be enlisted for back up.  The tasks can be performed from a computer, from any location on the planet with access to the Internet. Qualifications: The ideal volunteer is a Member or Associate Member interested in promoting the DGT Alumni Association's brand, 'Connections,' helping to implement the DGT Alumni Association's Communications Plan, and bringing meaning and reality to the words 'fellowship' and 'networking' in the organization's mission statement. Required skills include good English grammar and writing ability. Another helpful qualification is prior experience in blogging and editing or composing web content. Interested individuals should be able to put in three hours of work per quarter.  Interested members should inquire by email to info@dgtaa.org.

• Communications - Graphic Designer, Annual Report for DGT Alumni Association (1 needed): One volunteering DGT Alumni Association Member or Associate Member is needed to produce the annual report, which is a public document that is downloadable from the website and produced in the first quarter of every year after the financial statements for the prior calendar year have been finalized. It is a report on the activities and accomplishments of the prior year. The intention is that no one in this position commits more than 10 hours per year (all in the first quarter) to design and produce the document.  Copy material will be provided by members of the DGT Board of Directors. The tasks can be performed from a computer, from any location on the planet with access to the Internet. Qualifications: The ideal volunteer is a Member or Associate Member interested in promoting the DGT Alumni Association's brand, 'Connections,' and helping to implement the DGT Alumni Association's Communications Plan. Education, skills and experience in communications and graphic design are important for this position. Interested individuals should be able to put in ten hours of work per year.  Interested members should inquire by email to info@dgtaa.org.

• Communications - Graphic Designer, Annual Report for DGT Foundation (1 needed): One volunteering DGT Alumni Association Member or Associate Member is needed to produce the annual report, which is a public document that is downloadable from the website and produced in the first quarter of every year after the financial statements for the prior calendar year have been finalized. It is a report on the activities and accomplishments of the prior year. The intention is that no one in this position commits more than 10 hours per year (all in the first quarter) to design and produce the document.  Copy material will be provided by members of the DGT Foundation's Board of Directors. The tasks can be performed from a computer, from any location on the planet with access to the Internet. Qualifications: The ideal volunteer is a Member or Associate Member interested in promoting the DGT Alumni Association's brand, 'Connections,' and helping to implement the DGT Alumni Association's Communications Plan. Education, skills and experience in communications and graphic design are important for this position. Interested individuals should be able to put in ten hours of work per year.  Interested members should inquire by email to info@dgtaa.org.

• Communications - DGT Website Portfolio Editor (1 needed): One volunteering DGT Alumni Association Member or Associate Member is needed to manage the DGT website's Portfolio. The intention is that no one in this position commits more than an hour per month to perform this task. The Portfolio consist of one visual example per member submission and a short paragraph. Contributing members complete a short form with their name, email, topic, description and a link to a visual. The Portfolio Editor is responsible for assessing appropriateness of the text and visual content. Qualifications: The ideal volunteer is a Member or Associate Member interested in promoting the DGT Alumni Association's brand, 'Connections,' helping to implement the DGT Alumni Association's Communications Plan, and bringing meaning and reality to the words 'fellowship' and 'networking' in the organization's mission statement. Required skills include good English grammar and writing ability. Another helpful qualification is prior experience in blogging and editing or composing web content. Interested individuals should be able to put in one hour of work per month. Interested members should inquire by email to info@dgtaa.org.

• Gallery House Fellowship Program - Coaches (3 - 5 Needed): Three to five volunteering Members or Associate (undergraduate) Members are needed on an ongoing basis to assist the Gallery House Task Master (see job description below) in coaching Gallery House Fellowship recipients.  Qualifications: The ideal volunteer is an individual who recently completed the Gallery House Fellowship program. Interested members should inquire by email to info@galleryhouse.org.

• Gallery House Fellowship Program - Task Master (1 Needed): This position is currently filled. One volunteering Member or Associate (undergraduate) Member is needed to coordinate the recruitment, selection and coaching of Gallery House Fellowship recipients.  An estimated average of 40 hours per month is required in the performance of these tasks. The individuals selected to serve in this capacity will qualify for housing benefits at 272 Clinton Ave., in the form of reduced or free rent. Qualifications: The ideal volunteer is an individual who completed the Gallery House Fellowship program and who also served as a Coach for the program. Interested members should inquire by email to info@galleryhouse.org.

• Governance - Board Members, DGT Alumni Association (5 elected annually in January): The five members of the Board of Directors of DGT Alumni Association are elected in January of every year. The Board, which is composed of volunteers, includes five positions -- (1) President or Consul, Vice President or Vice Consul, (3) Treasurer or Quaestor, (4) Secretary of Scribe, and (5) Sargent at Arms.  These volunteers have fiduciary responsibilities as spelled out in DGT Alumni Association's Internal Controls, which include the Bylaws. The Board meets as frequently as monthly via web-conferences lasting 60 - 90 minutes in addition to participating in Quarterly Membership meetings, also 90 minutes in duration. Board members also perform tasks between meetings. Qualifications: Any active (dues paying) member of DGT Alumni Association may be nominated and elected to the Board. Nominations open during the last Quarterly Membership Meeting of each year, usually scheduled for the last Saturday in October.

• Governance - Board Members, DGT Foundation (a minimum of 3 serve at the pleasure of DGT Alumni Association, and additions and replacements are usually elected at the Annual Membership Meeting in January): The members of the Board of Directors of DGT Foundation have fiduciary responsibilities as spelled out in the DGT Foundation's Bylaws. The Board meets as frequently as needed, via conference call, but not usually more than quarterly. Qualifications: Any Member or Associate Member of DGT Alumni Association, or any member of the general public may be nominated and elected to the Board. Nominations open during the last Quarterly Membership Meeting of each year, usually scheduled for the last Saturday in October.

• Property Management - Resident Manager (1 needed): This position is currently filled. One volunteering Member or Associate (undergraduate) Member is needed to serve as the Resident Manager.   Individuals selected to serve in this capacity will qualify for housing benefits at 272 Clinton Ave., in the form of reduced or free rent.  Key responsibilities include collecting and depositing rent payments, cleaning and maintenance of the common areas of the property, advertising vacancies, screening prospective tenants, selecting tenants and administering rental agreements, and coordinating repairs, maintenance and alteration work conducted by independent contractors. Qualifications: The ideal volunteer is an individual who recently completed the Gallery House Fellowship program who also served as a Coach for the program. When there is a vacancy, interested members should inquire by email to info@dgtaa.org.

Alexa Telano-Pratt Class of 2016-Recent DGT Member

Hello everyone! For those who I have not had the pleasure of meeting yet, I am a graduate of Pratt Class of 2016, earning a BFA in Photography. As well, I am a recent DGT intuctee, as I completed the Gallery House Fellowship in Fall 2015.  Although I have graduated from Pratt, I plan to stay extremely involved with the institute, both through involvement with DGT and active participation in the community.  Recently my work has been featured in several exhibits and publications:

"All We Are" - Pratt BFA photo group show at Pratt Manhattan, accompanied by a publication,

"Draft 13" an exhibit and publication, and

Article about my BFA Photo Thesis Show.

I look forward to meeting all of you in person soon! In the meantime, I welcome anyone to contact me via email to atelano194@gmail.com.

Millennials seek the keys to the family stationwagon

I looked at my watch; it was 9:45 P.M. this past Thursday night, April 5, 2016, and I was at the closing night of the fall exhibit of Gallery House Fellowship Program. The window of time was closing for me to be able to crawl into bed before midnight. Thinking about the walk to the subway and the commuting time between Clinton Hill and Roosevelt Island kept nudging me to head for the door. But I just had to linger a little longer, much like it was some four decades back when I was having a good time. I was in good and familiar company.

There was lively, percussion-laden music playing in the rear patio, reminiscent of the days when I lived there.  It definitely wasn't a wild party.  However it was America 2016 minus the stench of spilled beer, mixed with barf and sawdust of the 1970s; thank goodness.  The room was aglow with smiles and chatter, as people admired and purchased the artwork and obtained autographed copies of the book about Natalia Ponce de Leon. We chatted in Spanish, and Natalia signed my copy. My favorite painting had gone for $300.

It was an amazing turn of events for our association. It had just been less than a week since we told Alexa and Eric, at their induction ceremony, that we were sorry that the mugs we had hoped to present to them were on back-order. Mugs in the size we have traditionally used, going back more than six decades at least, were not in stock anywhere in the US. Alexa had indicated her interest in having one with her name on it. During this past fall semester, pointing at the mugs on display behind the bar, she asked: "Do we get one of those too?"

Now, Ariane greeted me, as I lingered in the Chapter Room. She described how organizing the exhibit had really been an important and meaningful experience for her, much as Alexa and Eric had also affirmed during the induction on Saturday. After listening to Ariane, I said, "I wished I had recorded what you said."  Later, Maria urged me to get photographed with a plastic mask on my face, like acid attack victims wear. It was in keeping with what many of the patrons at the exhibit were doing. She too, like Ariane, said she looked forward to being a mentor to the next class this coming fall semester.

Rudolph also said as much. All this talk coming from the fellows began to overwhelm me. Had we really succeeded after years of hard work and planning to bring student life back into the House? Rudolph also wanted to hear more about what it was like to live here back when I was a student. I described to him how the brothers who had gone to Woodstock had the original posters on the walls in their rooms. I talked about how sawdust was put on the floor before a party, and about how scores of beer kegs were rolled off the Budweiser truck and into the rear of the hall on the ground floor. He wanted to know what our recruitment strategy looked like back then compared to what we have now developed as a program to hopefully engage and retain members. 

In recounting all that to Rudolph, I provided some context of the times back then and the experiences of those days that bonded us, including those experiences that related to what was going on culturally and politically in the US. I spoke about how we, as brothers, sat in the isles of packed trains headed to Washington to protest the war; about how we listened anxiously as the President drew lottery numbers to determine which one of us would be called up to serve in Vietnam; about how MLK and RFK had just been killed; about how Stonewall had just taken place; about how the gates to the campus had been locked by the students leading a strike; and about how Gloria Steinem and others were burning bras down on Wall Street. 

All these conversations about the future and the past were beginning to light a bulb within my head; evidently the magic and the spirit that we used to call Hanna was still in residence at 272 Clinton Ave.  Because of all this talk and interest, I now felt more confident that within the next 24 months, consistent with our plans, two students who we may or may not have already met will be moving into 272 Clinton Ave.   They will continue the generational cycle of running the Gallery House Program and begin to provide day-to-day property management, similar to what we did but scaled back in terms of the number of residents.  Indeed, we are cresting the hump of the struggles of the recent decade.

The driving impetus to "pay forward," in gratitude for the gift we got in our undergraduate years, has apparently paid off. Another generation will treasure the added value our spirit brings to student life at Pratt Institute. Our challenges will likely now shift to being there for these and future generations, in a supportive manner with an ongoing presence, and to intervene in a timely and helpful manner so that there is never a lost decade again. We now also shift to being there for ourselves in developing, supporting and participating in a meaningful program for members, post-graduation. I dear say, it looks like we did it, and thank you!

Gil Gerald

What names are missing on the list? Can you lend a hand in making the DGT Alumni Association's data-base as complete and up-to-date as possible?

Your help is needed to make DGT Alumni Association's data base as complete as possible.  We can all chip in with a little bit of information to make that happen. Following is a list of 263 members of Delta Gamma Theta and Tau Delta Phi -Tau Sigma members, and Gallery House Fellows, going as far back as possible. The names are listed in alphabetical order since there isn't sufficient and consistent information for each person on the list to be able to sort them in any other way.  The list includes individuals who may no longer be on an 'earthly plane.' A complete historical list is desired.  For example, we have email addresses for only 116 of the 263 who are now on the list. A complete and updated list makes it possible to continue the process of reconnecting members with their cohorts, as they wish, and also developing new connections within a DGT family that continues to grow. There are missing listings and also missing contact information, possibly for you, and definitely for others you may know or recall as being members. Please take some time to go through the list to see if everyone you can recall is included. Next to each name there is an indication as to whether or not DGT Alumni Association's data-based contains either a telephone number (T), an e-mail address (E), or a mailing address (A) for that member. If a name is missing, or you can supply missing contact information, simply email a note to DGT Alumni Association information, via info@dgtaa.org, with the member's name and the contact information you have. You can also provide a name, without any contact information, in a comment box, below.  Contact information should be handled as confidential and sent by email to info@dgtaa.org.  The names on the list that have been gathered so far have come from old pledge books,  from shared recollections, and from documents found in the House or supplied by a member. Your brothers and sisters thank you for any help you are able to offer.

1. Adams, Robert D.
2. Adorney, Charles
3. Agins, Harry L. (E)
4. Alexander, Roy
5. Altic, Dennis P.
6. Anderson, Chuck
7. Anderson, John
8. Anderson, William
9. Andres, Anthony
10. Araia, Gideon
11. Attick, Mitch (T) (A)
12. Babilonia, Julius
13. Bagnasco, Kenneth J.
14. Baker, Ryan (T) (E)
15. Baki, Allen (T) (E) (A)
16. Barra, Richard
17. Attic, Dennis (Deceased)
18. Becker, Richard
19. Beres, James
20. Berlin, Lou
21. Bernstein, Harold (T) (E) (A)
22. Bilella, Richard J. (T) (E) (A)
23. Bongiorno, Michael 
24. Border, William (E)
25. Borges, Rogelio (E)
26. Borretti, Giuseppe
27. Bottari, Lance (T) (E) (A)
28. Braun, Heidi
29. Brooks, Lesley
30. Brown, David W., Jr. (T) (E) (A)
31. Brown, Stanley
32. Buinis, Lonna
33. Burghard, Mathew R. (T) (E) (A)
34. Burnett, Mark A.
35. Butera, James
36. Carbonaro, Joseph F.
37. Cardona, Bobby
38. Carroll, Thomas J. (E)
39. Castedo, M. R. (T) (E) (A)
40. Cerame, David (T) (E) (A)
41. Cheung, Ike
42. Christianson, Roy (E)
43. Cosenza, Michael
44. Dabby, Ramsey (T) (A)
45. Dancsecs, Matt (E)
46. David, Patric D. (E)
47. Davidson, Joel E. Jr.
48. Davies, Graham (T) (E) (A)
49. Decesare, Kenneth
50. DeVito, Damian
51. Dieneman, Debbie
52. DiGregorio, Carl (E)
53. Dill, Robert
54. Direske, Karl
55. Disosway, Kenneth
56. DiTaranto, Alex (E)
57. Doebele, Peter C.
58. Drake, S.
59. Drattler, Yuda (E)
60. Dudonis, Mike
61. Duggan, Christopher D. (T) (E) (A)
62. Dzurenko, John A.
63. Emelko, Mark (T) (E) (A)
64. Enowitz, Evan
65. Eskow,  Martin (T) (E)
66. Esposito, Michael J. (T) (E) (A)
67. Fayko, John
68. Figlia, Emanuele
69. Finkle, Rodney T. (T) (E) (A)
70. Fiorella, Thomas G. (T) (E) (A)
71. Fleury, James (E)
72. Franci, C.
73. Freda, Nick
74. Friello, Christine
75. Garza, Jeff
76. Gaylord, Frederick (T) (E)
77. Gerakaris, Kostas (T) (E) (A)
78. Gerald, Gilberto (T) (E) (A)
79. Gianesini, Paul
80. Goddard, Cameron B.
81. Goedecke, Carl
82. Goldstein, Jeffrey
83. Gomez, David
84. Grabarz, Jeffrey
85. Jason, Grefski (T) (E) (A)
86. Gurwitz, Alan (T) (E) (A)
87. Haber, Ken (T) (E) (A)
88. Hansen, Al J.
89. Hansen, Allen S. (T) (E) (A)
90. Harkleroad, W.
91. Harris, Phillip
92. Hartman, Robin S. (E)
93. Parker, Hatfield (E)
94. Hebel, Kenneth (E) (A)
95. Held, Laura
96. Heretakis, Paul (T) (E) A)
97. Hernandez, Nelson O Sr. (T) (E) (A)
98. Hill, Jonathan C. (T) (E) (A)
99. Hollenbeck, Paul
100. Holst, Ira B. (T) (E) (A)
101. Hopkins, Donald M. Jr.
102. Howanich, Ronald (T) (E) (A)
103. Huebner, Donald M. Jr.
104. Inglis, Mark (E)
105. Izirelle, Noel,
106. Jago, Fred
107. Johannessen, Robert
108. Keeley, Percy
109. Kennard, Raymond (E)
110. Kirk, William
111. Kiture, Jacqueline
112. Klass,  David (E)
113. Knell, Jason
114. Kohan, John
115. Kollof, Larry
116. Kolodzinski, Anthony
117. Kontos, Evangelos (T) (E) (A)
118. Kranyak, Michael Jr.
119. Kraus, Robert
120. Kuan, Louis
121. Kulakowski, Edward (E)
122. Kupfer, Douglas (T) (E) (A)
123. Kupiec, John
124. Labelson, Alan
125. Lacomba, Ramon L. (T) (E) (A)
126. Lake, Thomas
127. Lamparter, Roger (E)
128. Lap, Peter (E)
129. Lawther, Austin (T) (E) (A)
130. Lazzara, Joe
131. LeBlanc, Denise
132. Lee, Howard (T) (E) (A)
133. Lerman, Elycia L. (T) (E) (A)
134. Levans, Harry
135. Levy, Jonathan (T) (E) (A)
136. Lewis, Charles
137. Lindsay, J.
138. Loh, Gregory (E) (A)
139. Lusk, Dave C.
140. Lynch, Tim
141. Mackey, James
142. Madia, Michael (E) (A)
143. Malavarca, Marco (E)
144. Malloy, Patrick (E)
145. Marlier, Murray
146. Marsh, Michael (E)
147. Martin, Charles T. (T) (E)
148. Mckenzie, Bruce (T) (E) (A)
149. McLaurin, Marcus
150. Meyers, David (T) (E)
151. Michael, Anne Marie (E) (A)
152. Michelsen, R.T.
153. Millian, Kristine L.
154. Mills, Oran C. (E) (A)
155. Monaghan, Carrie
156. Montesano, Roxy
157. Moore, Albert C. 
158. Moran, James
159. Moreno, Tommy
160. Mork, Ron
161. Moy, George
162. Murphy, John
163. Murphy, Sean (E)
164. Mutsakis, Nicholas N.
165. Nevin, John A.
166. Nystrom, Marty
167. O'Connell, Tim
168. O'Donnell, Jeffrey (T)
169. Oberlin, Paul D. (T) (E) (A)
170. O'Hara, Robert
171. Oldham, John
172. Orgel, David A.
173. Owen, Robert W.
174. Pagan, John R. (T) (E) (A)
175. Palumbo, Michael
176. Pasternak, Robert (E)
177. Pearlstein, Stanley (T) (E) (A)
178. Pelton, Gary
179. Perry, Michael (T) (E) (A)
180. Peterson, James
181. Piazza, John G.
182. Pierz, Joseph F. (E) (A)
183. Plant, Bob
184. Prezioso, Nicholas
185. Prono, Lewis C
186. Proto, Angelo "Bill"
187. Raaber, Ray
188. Rajczewski, Greg (T) (E) (A)
189. Rand, Aland P. (T) (E)
190. Ratti, Eugene A.
191. Renzi, Marcelo
192. Reynolds, Patrick
193. Rivera, Jose
194. Rivera, Luis F. Jr.
195. Rodriguez, Michael R.
196. Rosado, James (E)
197. Rothe, Al
198. Ruiz, Johanna
199. Saboga, James (E)
200. Saieva, Carl J. (T) (E) (A)
201. Samwick, Mark
202. Sanchez, Andres (T) (E) (A)
203. Santoro, Mike
204. Scarpati, Joseph
205. Schirling, Peter (T) (E) (A)
206. Schultz, Robert
207. Scott, Alexander D. (T) (E) (A)
208. Sedigh, Peri
209. Sedgewick, Maureen
210. Shainen, Jack
211. Shankey, Richard (E)
212. Shapiro, Ronald
213. Shur, Richard (E)
214. Sibley, Joyia E. (E)
215. Silverman, Tod M.
216. Simon, Anthony (E)
217. Skoda, Jakub L. (E) (A)
218. Sloan, Dave
219. Slone, Carl
220. Smith, Howard
221. Smith, Mark (T) (E) (A)
222. Souflis, Andrew
223. Sovjani, John
224. Sowul, Bart
225. Spokony, David
226. St.James-Lopez, Eric (E)
227. Steinhilber, Ron
228. Stempel, David
229. Stern, Al
230. Sternlicht, Carl
231. Stoneman, Breanne
232. Suares, James
233. Tafone, Steven
234. Talamo, John
235. Telano, Alexa (E)
236. Thompson, Roy
237. Trent, Michael
238. Tumiello, Mike
239. Valcialk, Martin
240. Varvoglis, Thracy (T) (E) (A)
241. Vassallo, Edward
242. Verni, Frank (T) (E) (A)
243. Visconi, Victor
244. Vita, James (T) (E) (A)
245. Vita, Dianne (T) (E) (A)
246. Von Engel, Winston (T) (E)
247. Warganick, George
248. Weeks, George
249. West, Richard
250. Westphal, Alison
251. Wiggins, Michelle
252. Wilcox, Robert
253. Williams, Lisa
254. Williams, Scott
255. Wilson, Richard (T) (E)
256. Wong, Thomas (T) (E) (A)
257. Woods, Mike
258. Worsley, Chris
259. Wurtz, Rudolph
260. Yavelberg, Joshua (T) (E) (A)
261. Zagoren, Glenn
262. Zala, Randal (E)
263. Zoller, Robert

Strategic Plan Progress Report: Executive Summary

By Gil Gerald

In January 2014, after a year-long effort involving monthly strategic planning sessions, meetings and conversations with Pratt Administrators and students, a survey of students and of alumni of Delta Gamma Theta and Tau Delta Phi-Tau Sigma, and a day-long retreat, the association, now renamed the DGT Alumni Association, adopted a five-year strategic plan. This Plan has eight goals among four core strategies, and four goals categorized as organizational and administrative. This report, developed in October, 2015, at the beginning of the fourth quarter of the second year of the Plan, is intended to provide an interim review of what has been accomplished and what remains to be done. Hopefully, this report will stimulate reflection, and consideration and adoption of changes, as may be needed, to keep an ambitious undertaking on track.

The four core DGT Alumni Association strategies are:

1. Design, develop and implement a program of semester-long fellowships, with learning opportunities for undergraduate students to curate art and manage and promote a gallery and its exhibits;
2. In collaboration with Pratt Institute, obtain multi-year grants to resource a residence component for participants in Pratt's Visiting Scholars Program and (to) support an Artist/Designer in Residence Program of the Association;
3. Invest in our capacity to house and support our educational and philanthropic programs through capital improvements to the property at 272 Clinton Ave.; and
4. Dramatically increase the number and active involvement of our members.

The first strategy addressed the need and desire to continue a fellowship, begun in 1898, in a new and very different external environment requiring a bold and different approach to engaging students in a leadership a development opportunity coupled with the life-long social and professional networking benefits that have been offered since our beginnings in the late nineteenth century. Graduates of the semester-long fellowships would under this strategy, on an honorific basis, be eligible for election and induction as DGT members.  The second strategy offers the opportunity to move the use of the House to be in line, or closer in line with the Mission of the association. In non-profit parlance, renting to the general public is an unrelated income generating activity.  As the second strategy is being fleshed out in the implementation of the Plan, the House will continue to serve as a residence for students, although the number will be scaled back to two, from among those inducted honorifically as DGT members.

The third strategy addresses the reality that the House, built in 1879, is in a historic district, and also in need of major restoration and renovation work to continue to function as our home. The fourth strategy responds to a vision for fully realizing our potential for strengthening and continuing the strong bonds that were created among many living alumni, over a period dating back to the mid-1950s.  In summary, the Plan anticipated the achievement of two key milestones in 2014, and five in 2015.

2014

• Strengthen corporate structure and governance, and increase alumni involvement -- This milestone was fully achieved, although such a process is and should be continuous. Through legal counsel provided by Perlman+Perlman, DGT Alumni Association gained an in-depth understanding of its corporate structure options in pursuing its mission and the Strategic Plan under IRS Section 501 Law and New York State non-profit law. The Tau Delta Phi - Delta Gamma Theta Alumni Association, established in 1973, had its articles of incorporation were amended to reflect a new name, DGT Alumni Association, Inc. The Association remains incorporated as a New York State non-profit, however, not one with a tax-exempt status under IRS Section 501 law. As such it has a desired for less-restrictive ability to function as a non-profit serving as a social organization for a defined group as opposed to being a charity dedicating its resources for the public benefit. DGT Alumni Association files income tax returns using the IRS 1120 form and equivalent state form. Tax filings for the years 2011 through 2014, in line with advice of counsel, have been handled by the accounting firm of Sattler and Company

The DGT Foundation was incorporated in New York, and successfully applied for and received its letter of determination, from the IRS, as being a tax exempt, Section 501 (c)(3) organization. The Foundation uses the IRS 990 form, and files annual reports with the NY State Department of Law (Attorney General). The DGT Foundation is a membership organization with one member, the DGT Alumni Association, Inc.  The Board of Directors of the Foundation are elected by DGT Alumni Association, and changes to its bylaws cannot be made without the consent of its sole member, the DGT Alumni Association, Inc. 

DGT Alumni Association amended its bylaws to provide for a Board of Directors of five to provide for governance under a less burdensome and more realistic schedule of quarterly membership meetings as opposed to monthly meetings. DGT Alumni Association, Inc. now has a comprehensive set of Internal Controls, adopted by the membership that are updated annually. From a financial standpoint, DGT Alumni Association, Inc. pursued a loan modification process throughout 2014, and concluded it successfully in 2015 with the interest rate lowered from 12% to 5%. In late 2014, the first annual budget was developed, for 2015, and in 2015, the Association set aside a six-months operating reserve of $20,000 which is sufficient in its amount to pay mortgage, taxes and insurance for that length of time should there be an unanticipated emergency or other issue affecting income or cash flow.

DGT Alumni Association's 2014 - 2018 Strategic Plan contemplates doubling the number of active, dues paying members annually to reach 200 in 2018.  This has essentially happened. In January 2013, seven individuals, the minimum required under the bylaws, gathered to formally begin the planning and Plan implementation process now underway. In 2014 the number grew to 14, and in the third quarter of 2015, not quite the end of Year 2, the number stood at 31. Achieving 60, in 2016, 120 in 2017, and 200 in 2018 should be feasible if the rate of increase remains steady.

In 2014 a number of activities contributed to the increased involvement.  DGT Vice President Tom Fiorella developed a spread sheet to capture contact information and data about alumni based on research work in collaboration with the Pratt Institute Office of Alumni Affairs and Annual Giving, as well as researching various existing old lists and documents that were found in the House or were in the hands of individual members. Since that time, as a footnote, it should be stated, DGT is using a professional, cloud based, program to maintain and grow the data base containing information about alumni.  The data base, as of this writing includes more than 245 individual names, with verified email addresses for 91 alumni, and verified US mail addresses for an additional 50 for whom we do not have an email address.  The number of names in the database doubled between 2014 and 2015.  The work of building this database is tedious, however it is progressing and is immensely helped as members share information about who their cohorts in the organization were when they joined, or during the years in which they were active. Recently, in a member living in Northern Virginia, has volunteered to put time into the project, and because the program is cloud based, he is able to do so from his remote location.

Also, to increase involvement of Alumni, the Association began employing web-conferencing to provide for remote participation in meetings and to make it easier for the Board and for committees and task force work-groups to meet without having to do so in in a physical location. A set of workgroups were formed in 2014 to carry out a number of program refinement and planning tasks called for being completed in the first year of the Strategic Plan.  This included fleshing out the vision for an active and vibrant alumni program.

Complete conceptual program planning, budgeting and a Master Plan for the Property -- Work groups of alumni successfully completed their assignment to come up with functional needs that were to be considered and reflected in an architectural program plan to form the basis for design and construction plans for restoration and renovation work at 272 Clinton Ave. These workgroups met via web-conference, and over the course of several months produced concept program plans and listings of associated functional needs for the Gallery House Fellowship Program, the proposed residency programs, and for a program of Alumni activities. This last workgroup focused most heavily on developing a Communications Plan, which has since begun to be implemented, with the development of a new web-site, a quarterly e-letter, and the use of social networking sites.  One of the workgroups was specifically tasked to synthesize the information from the other work groups into an architectural program plan. In addition this group undertook and completed an architectural survey and a developed a set of base plan drawings, using CAD.

In the Fall of 2014, on Alumni Day, DGT Alumni Association unveiled the concept plan. The plan calls for developing the property as a four unit residential building, with the top three floors each housing a floor-through unit available to rentto the pubiic at market rates, or as one or more units used leased to Pratt Institute for use as residencies for the Visiting Scholars Program, or funded by grant-making organizations to provide Artist/Designers in Residencies. The cellar, ground floor, and main floor is to serve as the fourth unit, housing two undergraduate DGT members, and providing areas in the cellar, backyard and Chapter Room floor for alumni gatherings at the House, and private exhibits of the Gallery House Program.

Restoration and preservation of the property and its 19th century character will be emphasized for the exterior of the building, as required by law, and for the main, Chapter room floor and the stair case.  A more relaxed, 'renovation' approach is to be reflected for the remainder of interior spaces. Manuel Castedo, an alumnus, and Principal of M. Castedo Architects was, at the time of the writing of this report, in the process of developing a cost estimate for the project, on a pro bono basis, based on the work performed by the work groups. Hence, the cost information is pending before additional planning and budgeting can proceed.  Clearly, the Strategic Plan was overly ambitious in calling for completion of this planning phase in 2014.

2015

Obtain financing and other capital funds for renovation (and restoration) work -- A cost estimate for the restoration and renovation project is pending, as of the date of this report in October 2015. Following the receipt of this report the feasibility of a capital campaign, including how much can be raised through such an effort, must be determined before the need for any financing is quantified. The feasibility of a capital campaign, as well as the need for any financing, will be explored in the remaining months of 2015 and in early 2016.

Begin and complete initial property renovation (and restoration) phases -- To date, work on the property, beyond routine maintenance and repair, has been limited to late summer and early fall refurbishing work on the main floor, involving an investment of $25,000 for painting, repairs, and carpeting of the rooms and hall on the main floor, as well as repairs in the rear patio area to provide for safety and functionality for the start of the Gallery House Program, and for the staging of a private exhibit organized by the Gallery House Fellowship Program at the end of the 2015 Fall Semester. A part of this work involved performing badly needed repairs due to a serious leak in the roof over the kitchen. A clearer understanding of property renovation and restoration phases, costs and timeline will likely emerge in the first half of 2016.

Develop Program Plans -- The conceptual program plans developed by the initial work groups in 2014 evolved further to enable the commencement of the Gallery House Fellowship Program and the implementation of the Communications Plan. With respect to the Gallery House Fellowship Program, Jon Levy and Gil Gerald met with the Vice President for Student Affairs, and with staff within the Pratt Center for Career and Professional Development to refine and coordinate outreach   and marketing of the program to students. The outreach and application process employs Pratt Institute's online system of communication with students as well as our developing web tools, including online submission of applications to participate in the program. A more detailed training plan, for use by the program was completed, and the Association contributed $1,500 to the DGT Foundation in 2014, and committed another $7,500 in mid 2015 to begin the program.   Members of the Association have provided additional gifts to support the program. 

In terms of the Alumni Program and its related Communications Plan, the Board as a whole took on the responsibility of working with a consultant, Chas Martin, an alumnus based in Portland, OR, to develop a brand, a logo, a new web-site, and a new e-letter template. Concurrent with the writing of this report, a survey of active and inactive members and other stakeholders is being implemented to gain insights about the experience of using the website.  This will hopefully help improve our communication tools over time. 

Work on the residencies was, and continues to be, envisioned to resume in the later years of the Strategic Plan. Current challenges include keeping the envisioned partnership with Pratt Institute alive and growing even more in a collaborative direction.  A reconciliation is needed to address a strong interest that Pratt Institute has expressed, though its President, Dr. Schutte, in purchasing the 272 Clinton Ave., and DGT Alumni Association's interest in not selling the property. Dr. Schutte has expressed an interest in using the property for the very purpose of providing residential space for the Visiting Scholars Program. However he has communicated Pratt's preference for doing so as the owners of the property as opposed to being a tenant. The cultivation of the relationship between Pratt and DGT is not only important but a priority. However, the Board as of necessity is an all volunteer group. Calls and meetings with Pratt are periodically needed, especially in light of turnover. Since initial meetings with Pratt Administrators in 2013, there has been turn-over in key staff, including a change in Provost, and a change in the Director of Alumni Affairs and Annual Giving. These individuals, no longer serving in those two capacities, and the Vice President for Student Affairs were consulted in the development of the Strategic Plan and have been very supportive in its development and implementation once adopted.

Apply for and obtain grants and other gifts for programs -- An initial grants research scan has been performed using the Foundation Directory Online, and a few letters of inquiry have been sent out to grant-making entities, based on the stated application deadlines for the organizations that were identified as prospects. This process is only now beginning as the goals, objectives and work plan of the Gallery House Program recently became more clearly defined.  An Engraved Brick Campaign was authorized by the membership in early 2015, and solicitation is beginning now that DGT Alumni Association has basic communication tools for reaching and engaging members.  The response has been very encouraging. A previously dormant spirit of generosity is evident in the fact that dues make up 17% of non-rent income, yet larger gifts from members make up 83% non-rent income to date for 2015. Members are responding to the opportunity to offer generous support beyond the payment of dues.

Implement the undergraduate Fellowships and Gallery House Program -- So here is the good, or best good news: The Gallery House Fellowships Program began October 5, 2015.  Two undergraduate students, among four who applied, were accepted into the program and our now engaged as 2015 Fellows.  They will each receive a $2,250 grant upon completion of their semester-long project, involving an estimated 40 hours of effort. The champion and its most impassioned advocate has been Jon Levy, and he deserves credit for his tireless efforts for 'imagineering' a new pathway to continuing a fellowship in a manner that is relevant to the size, make-up and culture of today's Pratt student body. We morn for the past a little, as happened when the Model A replaced the horse and buggy. However, we secure the future.

2016 - 2018

The key milestones envisioned in the Plan, from the present and forward through 2018, are:

• Complete the milestones or portions thereof that were not finished as planned in 2014 or 2015, as listed above
• Begin and complete intermediary property renovation (and restoration) phases
• Implement residential services for the Visiting Scholars Program
• Induction of first new associate (undergraduate) members
• Begin and complete final property renovation (and restoration) phases
• Implement the Artist/Designer in Residence Program
• Perform all program activities, and evaluate and update the Strategic Plan
• Induction of our first new Alumni Association members recently graduating from Pratt

Strategic Plan Progress Report: Strategy 1 of 4

Strategy 1 calls for implementing a semester-long undergraduate fellowship program. This first strategy, out of a total of five strategies in the Plan, includes the Plan's first two goals. The first goal is to design, develop, implement and continuously improve a program of semester-long undergraduate fellowships for Pratt students, with a private gallery on the main floor of the old fraternity house as its core learning laboratory. The second goal is to develop an ongoing complementary Gallery House Program to retain select graduates of the undergraduate fellows program as volunteer Private Gallery Program staff, and coaches for undergraduate fellows (under Goal 1), and as associate members of the organization until their graduation from Pratt Institute and honorific induction as full members of the Alumni Association.

Both goals are on target in terms of progress. The Strategic Plan called for implementing the Gallery House Program by no later than during the Fall Semester of 2015. As of the date of the publishing of this report in October 2015, DGT Alumni Association announced that it selected two Pratt students as Fellows of the Gallery House Fellowship Program. Upon completion of their Semester-long Fellowship, these students will each receive $2,250, or at their option, one credit towards their graduation requirements at Pratt.

There were eight objectives under Goal 1, and all but four have been completed. These objectives were to: 1) develop an outline description of the program; 2) develop a program plan for the use of the gallery space; 3) develop a five year business plan; 4) develop a complete Gallery Program Plan; 5) develop an honors program for inducting associate members; 6) engage in grants and corporate gifts research to support the program; 7) start the Galley Program during the Fall Semester of 2015; and 8) annually evaluate the program. The completed objectives include 1, 2, 4, and 7. DGT Alumni Association, for the first time, developed a one-year budget, the budget for calendar 2015 in which it allocated, under a budget revision, a $7,500 gift to the DGT Foundation to support the implementation of the Gallery Program based on projected costs for 2015. This was in addition to a $1,500 initial gift at the end of 2014. Further progress on the business plan is anticipated in late 2015 as the 2016 budget is developed, and also in 2016, as we learn through the experience of implementing the program and develop a complete business plan that addresses all four strategies of the Plan. An initial grants research scan (Objective 6) has been completed, and several letters of inquiry have been submitted. However, no formal applications for funding have yet been prepared. Evaluation (Objective 8) of the program will begin to be conducted after the completion of the first semester of the Gallery Program.

Goal 2 addresses the desire to continue the fellowship, begun as an archetypal Greek-letter fraternity in 1898, by honorifically inducting new members who are academically high achievers and who are invited and who volunteer to support and continue to implement the Gallery Program for subsequent generations of Pratt students. Participation in the Gallery House Program is not contingent on, or require any commitment from any student to later volunteer in this way.

There are eight objectives under Goal 2: 1) develop an outline description of the program; 2) develop a program for use of the gallery space; 3) develop a business plan;  4) develop a detailed program plan; 5) develop the honors plan and induction ceremony; 6) engage in grants research and apply for grants and corporate gifts to support the program; 7) implement the Gallery Program during the Fall of 2015; and 8) annually evaluate the program.  All of these objectives closely follow, are part of, or dovetail with those under Goal 1. Under this Goal, additional progress is warranted in developing a business plan, and in developing the details of honorific selection and induction of new members to the organization.  A clear business plan for all of DGT Alumni Association's capital, program, and operational needs will emerge as key pieces of the 'feasibility' puzzle become clearer in 2016, particularly as capital needs are identified for renovation, and progress is made on the other four Strategies of the Plan, all of which are interrelated and interdependent.

DGT Alumni Association is grateful for the dedication and commitment of members who have contributed in time and resources to the implementation of Strategy 1. We are especially grateful for the initiative and passion demonstrated by Jon Levy, who has been the key leader in the development and progress of this strategy. DGT is also grateful for the support received through the Vice President of Student Affairs of Pratt Institute, Dr. Helen Matusow-Ayres, particularly for introducing and directing us to Laura Keegan, Assistant Director of Experiential Education within the Pratt Institute Center for Career and Professional Development (CCPD). DGT Alumni Association was able to recruit applicants for the Gallery House Fellowships Program through the resources and activities of CCPD.

Strategic Plan Progress Report: Strategy 2 of 4

Strategy 2 relates to exploring and possibly implementing two programs in the later years of the Strategic Plan.  They would logically be pursued following the restoration and renovation of 272 Clinton Ave. and not before then.  The envisioned programs would involve seeking and securing a long-term agreement with Pratt Institute, and also, seeking and obtaining program funding through foundation grants and corporate giving programs. Strategy 4, nominally calls for part of the House to serve as a residence for faculty visiting Pratt as part of the Visiting Scholars Program.

Goal 3, the first of two goals under this Strategy, describes a collaboration in which Pratt Institute, rather than members of the general public, enters into a long-term lease agreement with DGT Alumni Association to provide temporary residence for out-of town scholars serving as Pratt faculty on an exchange basis.  This would thus provide Alumni members and also undergraduates in residence to additional useful 'Connections' as part of their educational and professional development experience.

Goal 4 of the Plan envisions obtaining grant funding to pay for the housing of one or more the housing of artist/designer in residence, again, a form of Fellowship or individual grants program to support professional development among creative professionals. Two of the three objectives for each of these two goals that were scheduled to be carried out in the first year of the Strategic Plan have been completed.  They include: 1) the writing of a concept paper for each to guide the development of an architectural program plan; and 2) the development of an architectural program plan that reflects the ideas in the concept papers.  The third objective, essentially calling for the development of a business plan, has not yet been initiated for either Goal 3 or Goal 4.

The remaining, yet to be completed, objectives are implementation objectives, beginning with the development of collaborative agreements with Pratt Institute related to each of these two goals. A significant challenge has been the fact that we have received expressions of interest and support for the ideas, but this has been largely overshadowed by the interest expressed by the President, Dr. Schutte, in more than one meeting with DGT Alumni representatives, that Pratt Institute purchase 272 Clinton Ave. He has indicated a preference for Pratt owning the building and for finding a "creative way" of "enshrining the us" and provide for our continued use of the building. More concentrated time and effort is needed to pursue Strategy 2 and to reconcile and resolve the strongly held, differing views about the future ownership of the property.  Both parties have expressed an interest and commitment to not let these differences harm the relationship between Pratt Institute and the DGT Alumni Association.

Strategic Plan Progress Report: Strategy 3 of 4

Strategy 3 has a short title, but will likely be the most resource intensive challenge and opportunity described in the Plan. The title is, "Make Capital Improvements to 272. Clinton Ave. There is one goal under Strategy 3, the fifth Goal of the Plan: "Develop an Architectural Program/Master Plan for the Renovation of 272 Clinton Ave., (and implement the Plan) consistent with the vision and program goals of this Strategic Plan." The first two of five objectives under this goal have been completed, a third is in progress, and the fourth, the construction/renovation phase, as well the fifth, evaluation, have not yet been carried out.

Almost immediately after the adoption of the Strategic Plan it became evident that actual restoration and renovation work would likely occur in the later years of the Strategic Plan and not sooner.  Important pressing issues had to get resolved, especially the loan modification on the existing mortgage, which consumed a lot of time and energy.  As envisioned in the plan, within the first three months of the adoption of the Strategic Plan, a work-group of members was organized to develop an Architectural Program for the future of 272 Clinton Ave., based on the conceptual program plans developed by three other work-groups for the use of the facility to support the Gallery House Program, Residency Programs, and an Alumni Program, including Communications. As a result, by the Fall of 2014, DGT Alumni Association had a schematic diagram for the future development of the property.  This schematic called for floor-through residential units on the 2nd, 3rd and 4th floors, and a triplex unit, involving the cellar, ground floor and first floor.  The units on the top three levels would be rented to generate income at market rates, with one or more possibly leased, long-term to Pratt to support the Visiting Scholars Program or to be used to provide for an Artist in Residence Program, both of which are being explored under Strategy 2 of the Plan. The triplex will include space for housing the historical artifacts and documents of DGT, providing residence to senior undergraduates who are invited and who elect to become Associate Members to continue their involvement in the Gallery Program and serve as a Resident Property Manager and Gallery Program Coordinator.  The first floor of the triplex will be a restoration and preservation of the 19th Century style Chapter Room and the Bar Room, which will be used for the private exhibits of the Gallery Program and for the social functions of the DGT Alumni Association. The kitchen is to be designed and equipped as a catering kitchen. 

As part of the third objective, DGT Alumni Association is now waiting for the completion of a project cost estimate for executing above plans. This will be followed by a the feasibility phase of a Capital Campaign to identify the goals and objectives of such a campaign. This process, when completed in early 2016, will help determine the phasing and the pace of renovation and restoration work. In the meantime, in the Fall of 2015, DGT Alumni Association authorized and spent a total of $25,000 in painting, carpeting and repair work to ready the first floor and rear patio to serve as a functional space for the Gallery House Fellowships Program, and for meetings and reunions involving DGT Alumni.

Strategic Plan Progress Report: Strategy 4 of 4

Strategy 4 directs DGT Alumni Association, its leaders and members to "dramatically increase the number and involvement of active members. It includes Goals 6, 7 and 8 of the Plan. Goal 6 is to "grow the number of active, dues paying alumni to 200 in five years through outreach and the development of programs, benefits, and social and professional networking activities of interest to the alumni." Under Goal 7 of Plan, the call is to "develop and implement a technology-based Communications Plan that supports information dissemination from the Association to its members, and remote participation in the meetings of the organization's membership."  Finally, Goal 8 is to "Develop and implement a program connecting alumni with this Plan, including developing an annual series of events that offer social and professional networking opportunities for alumni…" 

Bringing about 200 active members in five years is on track, assuming we can continue to double active membership as we have, from seven dues payers in 2013, to 14 in 2014, and 31 to date in 2015. At that rate, in 2016 active membership should total more than 60, 2017 more than 120, and 2018 more than 200. However the steps (objectives) envisioned in the plan to bring this about are not all on track.

As called for in the Plan, the Association did obtain cloud based donor management software that now serves as a database containing the names, profile, and contact information for more than 247 individuals (Objective 6a).  Ongoing research and data entry to recover names and documentation is now conducted on an ongoing basis by three individuals, Tom Fiorella, Gil Gerald and Josh Yavelberg. Email addresses are up to date for more than 90 members, and mailing addresses are up to date for another 50 for whom DGT Alumni Association does not have an email address.  On the deficit side of progress to date, a case statement for why members should become active dues paying members (Objective 6b) has not yet been developed. Also, not yet developed is an annual, "each one reach one" membership campaign to provide coordinated support to those who are already involved in engaging additional members in their personal network.

Under Goal 7, developing and implementing a communications plan, there has been progress on all five of its objectives, and four out of the five have been completed. Austin Lawther, thankfully, served as the volunteer communications professional we needed, and led a workgroup in developing a communications plan which set the foundation for a branding project (Objective 7a).  Chas Martin, working with the Board from his remote location in Portland, OR was compensated for a very modest fee to develop our brand, which now has "Connections" as our core brand value, and "we help initiate and preserve connections among creative leaders to enhance their personal and professional development." Martin also developed, as part of his charge, a logo and the www.dgtaa.org website (Objective 7b). The communications plan developed under Lawther's leadership identified the purposes for the use of social networking, including LinkedIn, Facebook, Twitter, etc. (Objective 7c). Also completed and outlined in the Communications Plan is the type and frequency of communications with members (Objective 7d).

The last objective related to Goal 7 is objective number 8 which calls for developing specifications for a system for web-conferencing to provide for remote participation in meetings. This objective is partially complete in that a convenient temporary system is in use, employing GoToMeeting ® by Citrix, a conference web-cam donated by a member, and the personal lab-top computers of members. A more permanent solution, possibly involving an LCD projection system and a retractable screen, or a large flat screen monitor, and more robust capacity for quality transmission is needed to be able to check off Objective 8 as having been completed. Realistically, this project will to full fruition later as part of the design and finishing of the restored first floor, and the Chapter Room.

Goal 8's objectives are not yet on track as envisioned.  There is only a sketch of a plan for celebrating, integrating and displaying the history of the fraternity (Objective 8a). The Program Plan for the House, developed under Strategy 3, calls for finishing and conditioning (temperature, humidity, etc.) the cellar to contain and store historical documents and artifacts for display in the Chapter Room an other parts of the House on some yet to be determined rotating or event related calendar.  There has not yet been any innovation in the program of events and activities beyond the customary Alumni Day, Thanksgiving Dinner, and Backyard BBQ reunions (Objectives 8b and 8c).

Strategic Plan Progress Report: Organizational and Administrative Goals and Objectives

In addition to the goals and objectives under the four key strategies of the 2014 - 2018 Strategic Plan, there are goals and objectives in the plan related to governance, finances, development, and evaluation of the strategic plan. Progress in these areas has been significant. However, the limitations of a small group of volunteer engaged in the effort, and the enormity and high costs in terms of time, effort and resources is evident in what still remains to be done. In this respect the plan has proven to be ambitious and even unrealistic in terms of the projected, or hoped for timeline for achieving stated objectives. Briefly, following immediately below, is a review of the progress and of the work remaining under the goals and objectives for governance, finance, development, and evaluation of the strategic plan.

Governance -- Goal 9 of the Plan is "to review with counsel our corporate structure, potential alternative changes to the structure and classification under IRS Section 501 to accommodate our desire to raise program and capital funds through grant sources and tax deductible gifts, as well as our desire to engage in philanthropic educational activities, as well as activities for the mutual benefit of dues paying members." This last desire for providing benefits for a select group (as opposed to the public), Alumni of Delta Gamma Theta and Tau Delta Phi - Tau Sigma, fits within allowable activities for a non-profit organization, but not for one that is tax-exempt under IRS, Section 501 law. This goal of the Plan had three objectives, all of which were to be carried out in the first year of the Plan, 2014. The first two objectives were completed in that time frame. However the third objective has yet to be completed.

Objective 9a called for changes in organizational structure that responded to the new mission of the alumni association, and to do so under advice of counsel. As advised by counsel, and through their services, the DGT Foundation was established as an IRS 501 (c)(3) tax exempt organization. It's sole member is the DGT Alumni Association, Inc. with the responsibility for appointing the Directors of the DGT Foundation. Under advice of counsel, the alumni association discontinued the use of the IRS 990 form for annual tax returns, and with the services of CPA re-submitted its returns to the IRS for 2011, 2012 and 2013 using IRS 1040 form. A similar process was followed with respect to NY State tax filing.

Under Objective 9b, immediately after the adoption of the Strategic Plan, the Tau Delta Phi - Delta Gamma Theta Alumni Association was called to agree on a new name by amending its articles of incorporation, and to include any other amendments to the articles as recommended by counsel. The name of the corporation was changed to DGT Alumni Association, Inc. and the change is reflected in an amendment to our original articles of incorporation, which were filed with NY State in 1973.

The final and not yet completed Objective 9c, under Governance, called for amending and updating if needed, under advice of counsel, the bylaws so as to meet current requirements, standards and best practices for the governance of non-profits.  DGT Alumni Association has developed, adopted and implemented the use of Internal Controls, as recommended by the NY Department of Law (Attorney General), and amended the by-laws to provide for governance by a Board of 5 directors that meets quarterly.  However a thorough review of the bylaws has yet to be undertaken.

Finance -- Goal 10 of the Plan is "to develop an operating budget projection for each of the fiver years of the Strategic Plan, assess our capacity to finance capital improvements, and obtain the financing." Two of the five objectives under Finances have been completed, with work remaining to complete the other three.

Objective 10a essentially called for a five-year budget plan, and DGT Alumni Association developed its first budget in recent memory, if ever, and is on an annual budget planning and adoption cycle. Objective 10b called for assessing DGT Alumni Association's capacity for financing capital improvements. The dust has barely settled from the conclusion of a long sought mortgage modification, and there is now an opportunity to undertake the completion of this objective as part of the annual budgeting process, or finally, as part of a five-year budget plan.

Objective 10c, which was a central preoccupation for the Board for more than four years following an erroneous declaration of default and under threat of foreclosure, called for concluding a mortgage modification process. This was successfully accomplished in April of 2015. Objective 10d, called for a review and update of accounting and financial management policies and procedures. The previously mentioned Internal Controls, were updated in early 2015, and a policy and practice for maintaining a six-month operating reserve of $20K was implemented. Current accounting practice allocate costs among two categories, income and expenses allocated to running and operating the property, and income and expenses allocated to alumni activities. 

Currently, in observance of the 'segregation of duties,' under internal Controls, monthly bookkeeping and reporting to the Board are provided on a volunteer basis by the President, using an accounting software package. The work is provided under consultation and advice of the CPA annually hired to prepare the Association's tax returns. As part of the budget process, DGT considered allocating resources for outsourcing this work to a professional bookkeeper. However, resources for this have not yet been allocated in the budget. The monthly task takes up a considerable amount of volunteer hours yet needs to be performed in a timely manner and consistent with Generally Accepted Accounting Principles, which are being followed. 

The final objective 10e, under Finance, is the initial and annual approvals by the membership for budgets, including capital budgets, and their implementation. To the extent that this was done for 2015, and is scheduled to be done for 2016, it can be said that the work under this objective is on track and completed to date.

Development -- There is one goal, and four objectives for development in the Strategic Plan. The Goal, number 11 of the Plan, is "to formulate and implement a five-year development plan specifying the goal and objectives for fund development, including targeted annual amounts and proposed sources for capital and operating funds." Objective 11a, concerns the development of overall goals for fund development in each of the five years, including income from rent, member dues, individual gifts, events, grants, and corporate gifts. Objective 11b is to identify and assign the tasks associated with meeting the income targets, as well as a timeline for performing the tasks. Objective 11c, is the implementation of the tasks associated with meeting the income targets, and Objective 11d is the monitoring of development activities quarterly and conducting an annual evaluation. The work on all of the Development related objectives has not yet begun.

Evaluation of the Strategic Plan -- The goal is to "complete annual assessments of the successes and challenges of developing the strategic plan in order to improve the process and to apply lessons learned to future planning. This goal includes two objectives: 12a -- develop and use a survey instrument to obtain baseline information from members, and administer the survey and analyze results annually. Objective 12b -- called for an annual review of the list of completed and yet to be completed objectives to identify completed and yet to be completed objectives, identify challenges, and address them through any needed changes.  These objectives have not been carried out as planned, given the demand on the relatively small number of members involved in implementing the Strategic Plan. This report is an attempt to provide some accounting for what has been done and what remains to be done while providing for feedback and suggestions from the growing number of active, dues-paying members.

Strategic Plan Progress Report: In Conclusion

In conclusion, much has been achieved in implementing the 2014 - 2018 Strategic Plan, and this has occurred on account of the efforts of a small, growing, and committed core group made up of volunteer Board Members and a growing number of additional members actively chipping in as they are able. As DGT succeeds in increasing its number of active members, this volunteer driven effort will continue to increase in productivity and results. Key challenges include: 1) achieving the ambitious goals and objectives of the Plan within the five-year timeline; 2) cultivating a culture of employing best practices in non-profit management as has begun with such efforts as adopting Internal Controls; 3) raising the funds for capital improvements; 4) cultivating our relationship with Pratt Institute; 5) continually improving the Gallery House Program as a strategy for community service and continuity; and, 6) last but must importantly, making the program for DGT Alumni engaging and responsive to a constituent group ranging in age from those who are in their late 20s or early 30s, to individuals in their eighties and beyond. Many active and inactive constituents live in the New York region, and many in other states and also overseas.  All of this of course, is a tall order!

100 Bricks for $10K in Year One!

On Prat Alumni Day and Reunion 2015, DGT Alumni Association will officially start the Engraved Brick Campaign. By September 19, 2016 the goal of this annual campaign is to raise $10K through individual, business or corporate donations of $100 to either DGT Alumni Association, Inc., or DGT Foundation (for a tax deductible gift).  Thanks already go to the following individuals who have already contributed to the campaign: Elycia Lerman, Joseph F. Pierz, Rodney Finkle, Gil Gerald, Nelson Hernandez, Rev. Michael Perry, Alan Hansen, and Chase Hill.

$100 gifts to the Association will support needed repairs, maintenance and renovations to the property, and $100 gifts to the Foundation will support the educational and charitable work of the organization. In 2016 this will principally involve the Gallery Program. Each engraved brick will bear the name of the DGT alumnus or alumna making the donation and the semester and year in which he or she was inducted into Delta Gamma Theta, Tau Delta Phi-Tau Sigma, or as an undergraduate, Associate Member of the DGT Alumni Association.  

Any individual, business or corporate entity may donate $100 for the purpose of memorializing a member who is deceased. Many members know of such individuals, and over the years, DGT will be researching and recovering the names of such individuals. The engraved bricks will be incorporated into future designs for the rear patio and other appropriate indoor and outdoor areas.  

Please make a $100 contribution now, via PayPal, to DGT Alumni Association, Inc., or to DGT Foundation, Inc.

Enjoying the retired life

By Peter schirling (Engineering, '65)

I retired from IBM Microelectronics after more than 43 years at IBM. One of the highlights of my long career was being chairman of the US Moving Pictures Expert Group (MPEG) Committee during the development of MPEG-2, MPEG-4 (standards for the generic coding of moving pictures), and Advanced Video Coding (AVC, aka H.264). I am now enjoying retirement and living in Tokyo, Japan, while doing a lot of traveling. For more, visit my page on LinkedIn.

Volunteers (4) needed for 2 hours a month from the comfort of your home

DGT Alumni Association is seeking four (4) members who can volunteer and provide an estimated two (2) hours per month as editors of the www.dgtaa.org website’s blogs (Update, Member News, Portfolio, and Buzz) from the comfort of their home computer on an individually convenient and flexible schedule.  Volunteers should have good English language writing and editing skills.  Experience in writing and publishing a blog is desirable. However, an online group orientation and training will be provided by Chas Martin, a member who served as the website developer.  Each volunteer will be a primary editor responsible for one of the blogs, and also serve as a secondary editor for one of the other blogs, in a tag team fashion. Submissions will be periodically sent to the primary editor, who would then review them for appropriateness and consistency with guidelines established for each blog, and polish the submission by providing edits.  The secondary editor will serve as a final proof reader who will then publish the entry. The whole idea will be for a team to help DGT Alumni Association maintain a professional website that is consistent with its brand promise. All editors will have an email address at www.dgtaa.org. Interested members should email their interest to ggerald@dgtaa.org, or call Gil at 646.634.3319.

Welcome Past President Rod Finkle to Active Member Status

Rod graduated in 1955 with with a Bachelor of Industrial Design degree. He served as President of DGT in 1954-1955. After school he was commissioned in the U.S. Army, retiring in 1982 to design and build a home in Alaska. Rod married his high school sweetheart. They have two daughters and two grandsons, all living in Alaska. He is active in community affairs, Alaska World Affairs Council, and The Alaska Scottish Club. Rod has also served on several non-profit boards. Although he loves to ski, he says, "That's behind us now. We travel a bit, especially to Scotland."
Follow Rod on Facebook.