TKE Today
Proudly founded on January 10, 1899, at Illinois Wesleyan University in Bloomington, Illinois.
About our Brotherhood
What advancing character and personal development mean to a Teke: unlocking the potential for every man to become a responsible college graduate and productive citizen. A Teke is a man who is, above all, trustworthy. He lives the values enunciated in our Declaration of Principles, helping each member integrate LOVE, CHARITY, and ESTEEM into his daily life.
Our Mission
Our mission is to aid men in their mental, moral, and social development for life. TKE builds Better Men for a Better World.
Our Vision
Tau Kappa Epsilon creates lifelong relationships that enhance educational, interpersonal, community, and professional success.
Our Purpose
TKE contributes to the advancement of society through the personal growth of our members and service to others.
St. Jude Dollars Raised (Since 2009)
Grand Chapter Size
Average Chapter Size
Service Hours Performed (Since June)
Our TKE Team
Tau Kappa Epsilon was founded on the cold night of January 10, 1899, after the discussion of a new society that regarded men not for wealth, rank, or honor, but for personal worth and character. This legacy continues on today, inspiring a new generation of leaders.
A Vision for TKE 2030
The Strategic Plan of Tau Kappa Epsilon from 2025-2030
Today, TKE continuously moves from good to great to exceptional—remaining uncompromisingly faithful to its basic values with an unyielding commitment to its mission. Much of this ongoing success is a result of TKE’s five-year strategic planning cycles; the result of data-rich assessments, surveys, and trend analysis. Because of this, TKE has established a culture of high expectation, always aiming for better and planning strategically to objectively define success.
The 2025-2030 Strategic Plan, Boundless & Timeless, identifies new goals, objectives, and performance criteria to guide and shape the future of TKE over the next five years. Coming off the very successful 2020-2025 Strategic Plan, we are well-positioned to sustain our momentum, catapulting TKE to even greater levels of growth.
Pursuing The Enduring Quest Of Excellence
Our Strategic Plan
Major Priorities
LEADERSHIP & INNOVATION
CONNECTION & AFFILIATION
RESPONSIBILITY & ACCOUNTABILITY
ADEPTNESS & AGILITY
Goal One: Bolster Leadership
Fully Optimize & Accelerate Mission Potential By Investing In Leadership Development & Human Resources
- Inspire innovation throughout the Fraternity
- Leverage the full potential from the Grand Council and Foundation partnership
- Invest in professional development of aspiring leaders, staff, and volunteers
Goal Two: Expanding Membership
Attract & Retain Lifelong Fraternal Affiliation
- Adapt to shifting demographics that may influence Chapter growth
- Renew and renovate inspirational marketing messaging around the value of fraternal affiliation; inspire long-term membership in college and beyond
- Mitigate attrition in struggling Chapters—ensure Chapters have the guidance and resources to remain strong and viable
Goal Three: Financial Responsiblity
Utilize Prudent & Judicious Financial Planning & Forecasting To Safeguard All Financial Operations
- Develop a complementary five-year fundraising plan to support the strategic plan and to significantly expand the culture of philanthropy
- Upgrade all giving formats and related social media platforms to reach donors in diverse demographic ranges
- Invest in people and human resources – become an organization revered for building professional careers
Goal Four: Institutional Adeptness
Formulate & Utilize A Committee-driven Tactical Action Plan To Support The Strategic Plan
- Create a Strategic Plan Oversight Committee with the charge to develop goal-oriented action plans that will guide the implementation of the Strategic Plan
- Develop dashboard reporting measures to monitor tracking, annual recalibration, and midcourse adjustments
- Establish success measures, metrics, milestones, and benchmarking tools that will provide full transparency to the Grand Council and Foundation
Where Vision Becomes Strategy
The Process
Recently, the Grand Council, Foundation Board, and administrative team conducted an analysis of the progress of the 2020-2025 Strategic Plan. This assessment provided the framework of bold, yet achievable, goals with strategies to define success and the construction of a five-year Conceptual Framework.
The Boards then sought input from Chapter leadership and distributed the Framework to 276 Chapter leaders, representing 31 states and 70 colleges and universities. The result of the national survey led to the formation of the 2025-2030 Strategic Plan: Boundless & Timeless.