2005 strategic plan-ex

Keith Krach:Keith Krach:

Strategic Planning UpdateStrategic Planning Update

7575thth GRAND CHAPTER GRAND CHAPTER

Where are we?Where are we?

1855 2005 2155

To develop the long range strategic plan and process and champion an execution

mechanism that will guide the Sigma Chi Fraternity for future generations.

Grand Consul’s Charge

Stakeholders Undergraduate chapters Grand Praetors and Grand Trustees Sigma Chi Foundations (U.S. & Canada) Past Grand Consuls Alumni chapters House corporations College administrators Headquarters staff

Added industry experts: Bill George, J. Bruce Harreld, Jim Helwig, Marc Carlson

Identify Stakeholders and Build TeamIdentify Stakeholders and Build Team

Objective Leader

Objective Leader

Objectives

Objective Leader

3.1

3.2

3.3

Action Plans

Current Year Future Years

PlansA B C

PlansA B C

PlansA B C



Core Values, Vision & Mission

CoreValues

Vision

Mission(organizational

purpose)

Strategic Imperatives (areas of focus)

1

2

3

4

5

Sponsor & Owner

6

Sponsor & Owner

Sponsor & Owner

Sponsor & Owner

Sponsor & Owner

Sponsor & Owner

Imperative Sponsors and Owners

Objective Leaders

Strategic BlueprintStrategic Blueprint

Process: Strategic Planning TimetableProcess: Strategic Planning Timetable

Form Team

Session 1

11/14/03

Strategic Planning

Team

Phase I:Planning

Additional stakeholders via online surveys

01/2004

Session 2

02/06/04 04/16/0404/24/04

Spring EC buy-off

Spring Foundation Board buy-off

Grand Praetors /

Grand Trustees /

EC / Foundation

Phase II:Blueprint

Development

Strategic Planning Team

Stakeholder Feedback

Phase IV:

External Roll Out

Full Strategy Team

Meeting

150th Celebration

06/21/0506/25/05

Grand Council buy-off

and BLTW roll

out

Summer 2004

Execution Mechanism

Development

05/13/04

Phase III:Execution

Imperative Owner / EC

Budget Approval

10/08/04

Imperative Owner / EC

01/23/0504/16/05

Imperative Owners & Objective Leaders

11/12/04

Technology training / 150th Deliverable

Execution Planning

EC ImperativeReview

EC Imperative Reviews and 05/06

prioritization

Strategic Budgeting

09/06/04

Strategic Budgeting

05/09/05

Strategic PlanStrategic Plan

Core ValuesCore Values

Friendship Justice Learning

VisionVision

Leadership

Character-in-actionCharacter-in-action

To be the preeminent collegiate leadership development organization—aligned, focused and

living our core values

MissionMission

Develop values-based leaders committed to the betterment of character, campus

and community

“The main objective of Sigma Chi is to develop and train broad minded men that recognize the wholeness of things…

- Founder Runkle 1913

4. Exponentially increase positive alumni involvement focused on the undergraduates

1. Provide unprecedented undergraduate leadership development through character-in-actionTM

2. Foster consistent high-quality undergraduate growth

3. Drive our position as the preeminent leadership development organization

5. Create a fulfilling fraternal living experience

6. Maximize funds raised to benefit undergraduates

CoreValues

Vision

Mission(organizational

purpose)

Strategic ImperativesStrategic Imperatives

7. Ensure chapter and individual accountability to the leadership experience

8. To maximize the Sigma Chi experience through Technology

Imperative 1: 150th AccomplishmentsImperative 1: 150th Accomplishments

Integrated all leadership programs into unified Leadership Continuum

Created 150th edition of the Norman Shield

Developed a road map for the Journey to Brotherhood and Visions programs

Completed the Cornerstone roll-out plan; 2 regions fully functional

Developed the Chapter Services Team X

Outlined a vision for “New Horizons”

Imperative 1: Provide unprecedented undergraduate leadership development through character-in-actionTM

Imperative 1: Future FocusImperative 1: Future Focus

Additional session (#4) of Horizons – Summer 2006

Pilot “New Horizons” - Summer 2006 Pilot Journey to Brotherhood program -

August 2006 Pilot Visions Program - August 2006 Full implementation of Cornerstone - Fall

2010

Imperative 1: Provide unprecedented undergraduate leadership development through character-in-actionTM


Installed 2 new chapters – 6 since 2003

Implemented Mission 365 at 25 chapters

Launched an 8-year expansion plan

Created action plan to determine future of International Plan

Imperative 2: Foster consistent high-quality undergraduate growth


Mission 365 to over 100 chapters in 05-06 Pilot training of selected Cornerstone Mentors

as Mission 365 facilitators chapters in California Cornerstone Region

Implement the 8-year expansion plan with 4 installations per year

Execute Action Plan to determine feasibility of International Expansion

Imperative 2: Foster consistent high-quality undergraduate growth


Developed a proactive marketing campaign

Hired tier one PR firm

Developed a new SIGMACHI.ORG consistent with our message

Public launch for the 150th celebration

Raised the standard in proactive organizational communications

Imperative 3: Drive our position as the preeminent leadership development organization


Leverage the 150th to drive our position

Drive significant positive media coverage

Leverage and raise internal communication standards

Develop external key indicators for success

Imperative 3: Drive our position as the preeminent leadership development organization


Developed an Alumni Advisory Board program and implemented it at 60 chapters

Developed and piloted an Alumni Big Brother program at 8 chapter

Developed and implemented an Alumni Training Workshop

Developed an alumni chapter expansion strategy

Imperative 4: Exponentially increase positive alumni involvement focused on the undergraduates


Implement Alumni Advisory Boards at all chapters Expand Alumni Big Brother program Implement an integrated alumni training program

with a strong web focus Implement an Alumni Recruitment program similar

to Mission 365 Support and leverage the Fraternity technology

Roadmap Develop alumni speakers bureau

Imperative 4: Exponentially increase positive alumni involvement focused on the undergraduates


Performed a safety assessment at 20 chapters Took two chapters above safety standard Developed a detailed plan to replicate the

improved chapters Developed a house corporation – equivalent of

a Peterson Award

Imperative 5: Create a fulfilling fraternal living experience


Grand Trustees focus is on housing results

Assess quality and safety at all chapters

Bring all chapters above the safety standard using the model developed this year

Leverage CCI and Foundation fundraising

Imperative 5: Create a fulfilling fraternal living experience


$40 million Capital Campaign organized and underway with the Campaign Kickoff announced at 150th Celebration

Developed local chapter fundraising model Implemented a revised Life Loyal Sig program

that will double annual revenues over 3 years Increased quantity and quality of Significant

Sigs


Achievement of the $40 million campaign Leverage local fundraising model fraternity

wide Development and execution of cultivation plan

for Significant Sigs (for time or funding) Achieve passage of Housing Bill Development of University Model for Sigma

Chi fundraising


Adopted a zero-tolerance hazing policy Developed a chapter accreditation process Implemented an Academic Performance

Improvement Plan Rolled out cutting-edge financial management

program at 50 chapters

Imperative 7: Ensure chapter and individual accountability to the leadership experience


Enforce zero-tolerance hazing policy Explore alternatives to the current role of alcohol in

Sigma Chi

Implement an individual officer accountability plan

Drive an expanded fraternity-wide philanthropy strategy

Expand financial management program to another 50 chapters

Imperative 7: Ensure chapter and individual accountability to the leadership experience


Release of SIGMACHI.ORG – Messaging tool Set a strategic technology development

process (include representatives from Imperatives)

Publish complete technology road map

Imperative 8: To maximize the Sigma Chi experience through Technology


Refine the technology road map Develop a clearer vision of Sigma Chi

technology (3 – 5 year) Implement strategic technology development

process Exponentially improve data volume and

accuracy

Imperative 8: To maximize the Sigma Chi experience through Technology

Sound Financial Plan

Ensuring Fiscal ResponsibilityEnsuring Fiscal Responsibility

The Leadership CascadeThe Leadership Cascade

Leadership

StrategicPlanning

FinancialManagement

Technology

Strategic Plan

FraternityFoundation

Alumni

Undergraduate Chapter

The Next 150 YearsThe Next 150 Years

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ConclusionConclusion

Sigma Chi is facing new challenges in its second 150 years

The Strategic Plan & budgeting process ensure we will capitalize on all opportunities

Our support & effort will guarantee Sigma Chi remains on top in the Greek world!

2005 strategic plan-ex

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