Chapter Strategic Planning Delta Kappa Epsilon Fraternity Why Conduct Strategic Planning Is Your Chapter Your situation matters little You Can do A LOT Better And its N ot that Hard ID: 294398
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Slide1
Delta Kappa Epsilon International
Chapter
Strategic Planning
Delta Kappa Epsilon FraternitySlide2
Why Conduct Strategic Planning?
Is Your Chapter:
Your situation matters little.
You Can do
A LOT
Better!
And it’s
N
ot that Hard…Slide3
Why Conduct Strategic Planning?
Conduct Strategic Planning Because:Slide4
Strategic Planning
Here’s an Easy way to do it!
Strategic Planning—Sometimes
it c
an
be
Hard
to
Know Where
to
Start.Slide5
Strategic Planning
“
A young group must
identify
Core V
alues
, surround itself with those values, and then
be
Visionary
. It must envision the ideal chapter 3-5 five years from present and
put pen to paper
. The process that follows breaks the Vision down into ever-smaller, more tangible chunks that
drive to achieve the Vision
.”Slide6
Strategic Planning
In Short…Slide7
Strategic Planning
Visualize the Strategic Planning
Process that ends in results
An Easy Way toSlide8
Strategic Planning
Core Values
Core Values
Core Values
ResultsSlide9
Strategic Planning
What are
Δ
KE’s Core Values?Slide10
Strategic Planning
What are
Δ
KE’s Core Values?
Always Think Back
to Your
Core ValuesSlide11
Strategic Planning
Envision
Δ
KE 3-5 Years from NowSlide12
Strategic Planning
Core Values
Core Values
Core Values
A BRIEF Statement (a few
c
lauses);
About who/where/what you want to be;
Does not need to be specific!;
But it must set a clear direction for the organization;
A 3-5 Year ending place.Slide13
Strategic Planning
Core Values
Core Values
Core Values
Example Vision Statement:
“
Delta Kappa Epsilon is a diverse brotherhood of rich and lasting tradition that strives to instill in its members academic excellence, altruism, and social responsibility, while cultivating the leaders of tomorrow
.” –Phi Chi, RutgersSlide14
Strategic Planning
It’s Time to set a mission that can be accomplished
this year
So You’ve Defined Your Vision...Slide15
Strategic Planning
Core Values
Core Values
Core Values
A brief, ideal Statement;
Though usually longer or more detailed than the Vision Statement;
Defines what MUST be done over the next 12 months (to achieve part of the Vision);
Drives towards achieving the Vision.Slide16
Strategic Planning
Core Values
Core Values
Core Values
Example Mission Statement:
“
Build
and strengthen the Brotherhood through focused recruitment of quality members, improved academic achievement, the creation of
Δ
KE’s
brand, and improved membership
accountability.
” –Phi Chi, RutgersSlide17
Strategic Planning
Efficacy Check
E.g., does the focused recruitment
of quality members
advance
the cultivation of the leaders of tomorrow? (It does)
Does this Year’s Mission Advance Your Vision?Slide18
Strategic Planning
Core Values
Core Values
Core Values
ResultsSlide19
Strategic Planning
Core Values
Core Values
Core Values
Three to five items;
Necessary and sufficient to achieving this year’s Mission;
More specific than the Mission;
Must be accomplished within one year;
Not as specific as the subordinate goals.Slide20
Strategic Planning
Example Strategic InitiativesSlide21
Strategic Planning
Now it’s time to get s.m.a.r.t.
Complete: Create a Vision, Mission and Get StrategicSlide22
Strategic Planning
What does S.M.A.R.T. mean?Slide23
Strategic Planning
Core Values
Core Values
Core Values
Must be S.M.A.R.T.;
Necessary and sufficient to accomplish the strategic initiative which precedes them;
No limit in number, “what it takes” to complete the Initiatives;
Still less specific than the subordinate action-steps.Slide24
Strategic Planning
Dynamic Recruitment
Initiative: expand
Δ
KE’s network and recruit more, high-quality members.Goal: Meet 500 people;Goal: Achieve 100% brotherhood participation in extracurriculars;Goal: Bid 20 students from academic/professional/business societies.Academic Engagement
Initiative: engage the University community academically while stimulating the brotherhood intellectually.
Goal: secure 5 commitments from Professors for Speaker Series;
Goal: achieve attendance of 80% of Greek organizations and 200 unaffiliated students at Speaker Series;
Goal: achieve coverage of Speaker Series in Student News.
Goals are Consistent with,
but More Specific
Than Initiatives.
Must be S.M.A.R.T.Slide25
Strategic Planning
Core Values
Core Values
Core Values
Must be S.M.A.R.T.;
Shows “who,” “what,” and “by when,” etc.;
Translated from higher-order goals;
Make sure a name is attached to each item;
No limit, “whatever it takes” to accomplish the goal;
Achieving your Vision begins here!Slide26
Strategic Planning
Dynamic Recruitment Initiative
:
Expand ΔKE’s network and recruit more, high-quality members.Goal
: Bid 20 students from academic / professional / business societies.Action Item: John Doe—Identify all potential societies by 8/1/12;Action Item: NAME—Identify and encourage brothers to join societies by 9/1/12;Action Item
: NAME—Collect names and contact information for all male members by 10/1/12;
Action Item
: NAME—Pair top recruits with P.O.C.s in
Δ
KE by 10/1/12;
Action Item
: NAME—Have P.O.C.s pre-close their recruits by 11/1/12;
Action Item: NAME—Deliver membership bids to all closed recruits by 12/1/12.
Action-Items are the
specific steps that are
needed to accomplish
a
given goal.
Must be S.M.A.R.T.Slide27
Strategic Planning
Recap and Final Notes
Organizational Goal-SettingSlide28
Strategic Planning
Know your Core Values
Start with The Objects, Supplement with meaningful local values;
Unsure about your direction? Test against Values;Define your Vision, first—concentrate to Action-Items;Vision and Mission should be idealistic;Goals and Action-Items must be S.M.A.R.T.Slide29
Strategic Planning
Strategic planning process must be inclusive;
Participation translates to ownership, facilitates organizational alignment;
When desired outcomes are not achieved, the problem is rarely a lack of effort or emotional absence;Rather, alignment of people, processes, and outcomes is probably lacking in some way.Slide30
Strategic Planning
With alignment, every man in the organization can be a leader because they:
Understand the Vision;
Own and support the Vision;Align their goals and action-steps in a movement towards achieving the Vision.Last note:Be S.M.A.R.T.! Progress starts and stops here.Slide31
Strategic Planning
Think back to where you were before…
Which chapter is going to accomplish more?
(1) The chapter that reacts after events occur; OR(2) The chapter that predicts future events, acts on a detailed strategic plan.
Aren’t you glad you are planning ahead?Slide32
Strategic Planning
“Building Excellence Through Fail-Safe Leadership.”
Jack Frost, Phi Chi of DKE, Rutgers ’67
Founder and President, Firm Foundationshttp://firmfound.com