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Alpha Kappa Alpha Sorority, Inc.

Rho Zeta Omega Chapter Marietta, GA/Cobb County

Strategic Plan Developed in 2016

Implementation 2017-2019

1 Rho Zeta Omega Chapter Strategic Plan

ALPHA KAPPA ALPHA SORORITY, INCORPORATED®

Rho Zeta Omega

2017-2019 Strategic Plan

TABLE OF CONTENTS

Introduction ..................................................................................................2

Strategic Planning Committee .....................................................................2

Mission Statements ......................................................................................3

Vision Statements ........................................................................................3

Values Statement/Guiding Principles ..........................................................4

Soliciting Chapter Input ..............................................................................5

SWOT Analysis and Findings .....................................................................6

Strategic Goals .............................................................................................7

Strategic Plan ...............................................................................................8

Implementation Plan ..................................................................................19

Conclusion .................................................................................................19

Appendices .................................................................................................20

A. Committee Action Plans ..........................................................21

B. Timeline ...................................................................................39

C. Survey Questions/Results ........................................................40

D. Focus Group Questions/Results ...............................................51


INTRODUCTION

The purpose of this Strategic Plan (Plan) is to serve as Rho Zeta Omega’s primary planning

guide focused on short-term and long-term goals, objectives and action plans. While the

inclusive process utilized to develop the Plan was purposeful and structured, the Plan prioritizes

results rather than process. The goals defined within this Plan are specific, measurable,

achievable and timed. The Plan, completed in December 2016, represents the “voice” of what

the Chapter wishes to see for outcomes over the next two (2) years. Finally, the implementation

strategy that will guide the Chapter in measuring the progress of the Chapter against the Plan will

begin in January 2017.

RHO ZETA OMEGA STRATEGIC PLANNING COMMITTEE - 2016

Soror Sarah-elaine Jones - Basileus

Soror Monique Spaulding – Strategic Planning Committee Chairman

Soror Diana Ashurst

Soror Trish Atwater

Soror Turea Flowers

Soror Stacy Grooms

Soror Brenda Jordan

Soror Daphne Moore

Soror Gloria Nichols

Soror Carlicia Porter

Soror Tammy Prince

Soror Pat Simmons Suckey

Soror Caryn Young

Soror Jacqueline McMillan – External Consultant (Tau Pi Omega)

NOTE: The makeup of this Committee included: A Charter Member (1), Executive Board

Members (7), a Golden Soror (1), Silver Sorors (6), sorors under 40 years of age (4), a soror

initiated in Rho Zeta Omega (1), recent transfers from local Chapters (2), transitions from Pi Phi

(2), a recent transfer from undergrad (1), and an external consultant (1).


MISSION STATEMENTS

ALPHA KAPPA ALPHA SORORITY, INCORPORATED® MISSION

STATEMENT

“The purpose of Alpha Kappa Alpha Sorority is to cultivate and encourage high

scholastic and ethical standards, to promote unity and friendship among college

women, to study and help alleviate problems concerning girls and women in order to

improve their social stature, to maintain a progressive interest in college life, and to

be of service to all mankind.” (Alpha Kappa Alpha Sorority, Incorporated® Constitution; Article II – Purpose)

RHO ZETA OMEGA MISSION STATEMENT

“By uniting individual efforts, Rho Zeta Omega Chapter through its Sisterhood

continues to build a strong cohesive organization that positively impacts the lives of

families and communities.”

VISION STATEMENTS

ALPHA KAPPA ALPHA SORORITY, INCORPORATED® VISION

STATEMENT

“Alpha Kappa Alpha Sorority, Incorporated is the premier unique sisterhood of

distinguished professional women united to serve humankind.” (2010-2020 Alpha Kappa Alpha Sorority, Incorporated® International Strategic Plan)

RHO ZETA OMEGA VISION STATEMENT

“Rho Zeta Omega Chapter of Alpha Kappa Alpha Sorority, Inc. is a non-profit

organization recognized in Cobb County/Marietta as a premier provider of

community service programs and an organization, which encourages high

scholastic achievement. The impact of these programs is exhibited by the national

recognition received for exemplary programs in the areas of scholarship,

education, health and economics.”


VALUES STATEMENT

Input from Rho Zeta Omega found the following principles to be the “Top 5” for the Chapter

(ranked in priority order by Strategic Planning Committee from the Sorority’s 14 guiding

principles):

1. Sisterhood

Our behavior will cultivate an atmosphere in which

women are encouraged to achieve their highest goals,

hopes and dreams.

2. High Ethical Standards

Our members and officers will exemplify high ethical

standards.

3. Leadership

Our activities will advance the training and development

of leaders.

4. Education

Our initiatives will advocate lifelong learning for the

people we serve.

5. Economics

Our organization will endorse solid economic practices

and economic empowerment.

In summary, the Rho Zeta Omega Chapter of Alpha Kappa Alpha Sorority, Incorporated® prides

itself on being an established sisterhood of service and high ethical standards. Our continued

leadership in the areas of education and issues impacting the economics of our service area will

enhance our ability to improve the quality of life for the communities we serve.


SOLICITING CHAPTER INPUT

The Strategic Planning Committee collected Chapter input from surveys distributed via hard

copy at Chapter meetings (Appendix C) and electronically (via SurveyMonkey). In addition,

five focus groups were offered and four conducted to solicit additional input (Appendix D) from

(1) the Executive Committee; (2) Golden/Silver Sorors; (3) new members—3 years or fewer in

Chapter; (4) members with 10 years or longer in Chapter; (5) any other member interested in

participating in the focus group exercise.

The Strategic Planning Committee was careful to employ a variety of instruments and to offer a

number of opportunities for the membership to provide input into this inclusive planning process.

While the responses received from surveys and focus groups likely include duplications and

therefore the response rate reported is not statistically precise, (i.e., respondents completing the

survey as well as attending focus groups), the Committee was pleased with the input received

from the membership:

*Some respondents likely responded to survey AND

attended focus group

Instrument Responses

SurveyMonkey 72

3/19/16 - 40

9/17/16 - 11

9/29/16 – 21

Hard Copy Survey 24

Focus Groups Attendees 21

Hard Copies 6

Total Responses 123

Response Rate* 49%


SWOT ANALYSIS AND KEY FINDINGS

The participation of the membership and the candor of their input resulted in productive

discussions regarding the perceived strengths, weaknesses, opportunities and threats to the

Chapter. Highlights of this environmental scan are listed below with additional sampling of data

from the survey located in Appendix C.

Instrument Timeline Sampling of Key Findings

SWOT

(Questions

were

embedded

within survey

and focus

group

questions)

March 19, 2016

thorough

September 29,

2016

Strengths:

Membership – motivated, informed, open, warm,

friendly

Finances – financials are strong, good financial

acumen, stewardship

Programming – strong connection with community,

programs meet the needs of the community

Weaknesses:

Succession planning, leadership development

Transparency could be improved

Some inconsistency in program execution

Opportunities:

Leadership development/mentoring

Partnerships/sponsorships – to improve programming

effectiveness

Expand health initiatives – physical and mental

Threats:

Unproductive cliques

Meetings are too long

Overbooking/overlapping meetings/programming

Common themes emerged from the review of the combined instruments used for analysis and are

included in the Strategic Goals section of the Plan.


RHO ZETA OMEGA STRATEGIC GOALS

Rho Zeta Omega identified major immediate, near-term, and long-term issues to be addressed

based on the identified ‘Key Findings.’ As a result, the following four common themes, or key

focus areas, were identified as priority goals for the Chapter:

GOAL 1 – MEMBERSHIP AND SISTERHOOD

Grow, reactivate, retain (85%) and develop a strong, diverse, respectful and actively involved membership of distinguished women consistent with the Alpha Kappa Alpha Sorority, Incorporated® and Rho Zeta Omega mission and vision.

GOAL 2 – STRUCTURE AND OPERATIONS

Maintain an efficient, effective, and transparent (open door) shared governance structure and operations in support of the Alpha Kappa Alpha Sorority, Incorporated® and the Rho Zeta Omega mission and vision.

GOAL 3 – FUNDRAISING, SUSTAINABILITY, AND FOUNDATION

Maintain a strong financial base to provide for the financial empowerment and sustainability of the Chapter in support of the Alpha Kappa Alpha Sorority, Incorporated® and Rho Zeta Omega.

GOAL 4 – PROGRAMS OF SERVICE

Increase overall participation across all programs of service and activities in support of the goals and mission of Alpha Kappa Alpha Sorority, Incorporated® and Rho Zeta Omega.


RHO ZETA OMEGA STRATEGIC PLAN 2017-2019

GOAL 1 – MEMBERSHIP AND SISTERHOOD Grow, reactivate, retain (85%) and develop a strong, diverse, respectful and actively involved membership of distinguished women consistent with the Alpha Kappa Alpha Sorority, Incorporated® and Rho Zeta Omega mission and vision. Objective Key Actions Timeline Responsibility*

1. Recruit at least 85% of Chapter

membership on an annual basis;

generate more enthusiasm across

the Chapter for all activity/event

promotion

Conduct robust

new member

orientation;

assess all

programming

Provide

opportunities for

Chapter sorors

to interact with

one another

outside of

Chapter

meetings, i.e.,

retention

retreats,

mentoring/

buddy

programming

Partner with

Technology

Committee to

capture soror

talents/interests

Evaluate, assess,

adjust as needed

Annually;

2017

Membership

Committee

Subcommittees

appropriate to

activity/event

Public Relations

Committee


Objective Key Actions Timeline Responsibility*

2. Recruit talented women for

Graduate Membership in Rho Zeta

Omega/Alpha Kappa Alpha

Sorority, Incorporated ®

Consider, vote

on, and if

appropriate,

execute an MIP

consistent with

Chapter bylaws

Offer an

undergraduate to

graduate

membership

program each

semester for Pi

Phi graduating

seniors

Annually;

2017

Annually,

2017 May,

Aug, Dec

Membership

Committee

Certified

Graduate

Advisory Council

Member

3. Reactivate at least 25% of the

sorors that visit the Chapter

seeking to reactivate or transfer.

Develop a robust

visitor

orientation

process

implemented at

monthly (10)

Chapter

meetings

annually.

Conduct at least

one reclamation

event annually.

Partner with

Technology

Committee to

utilize social

platforms.

2017

Membership

Committee

Sisterhood



4. Enhance and execute a robust

internal (Chapter) and external

(regional/international)

awards/recognition program

Regular

Committee

meetings as

needed to

develop and

execute awards

program

Develop and

adhere to a

timeline that will

ensure an

inclusive

process and

timely

submission

Timeline

award

specific:

Feb/Mar

for

regional

submissi

ons

January

for

Chapter

awards

Awards

Committee


GOAL 2 – STRUCTURE AND OPERATIONS Maintain an efficient, effective, and transparent (open door) shared governance structure and operations in support of Alpha Kappa Alpha Sorority, Incorporated® and the Rho Zeta Omega mission and vision.


1. Establish a management system to

(a) effectively facilitate

officer/Committee leadership

transition; (b) prepare year-end

documentation for audit readiness

Schedule

meetings as

needed to

develop

appropriate

systems with

accompanying

documentation

Develop a

timeline for

transition

including

submission of

items/documents

specified in

written plan

Annually in

September

Nominating

Committee

Potential Ad Hoc

Committee

2. Ensure that Chapter Bylaws are

consistent with International

Bylaws; Ensure that sorors are

aware of International and Chapter

bylaws

Review

International

Bylaws

regularly

Update Chapter

Bylaws as

needed via

Boule

amendments and

Chapter

revisions and

present at

Chapter

meetings,

monthly

newsletter

Annually in

the Spring

Bylaws

Committee

Bylaws

Committee

Members

Standards

Committee



3. Review current annual budget

planning process to determine

areas for improved efficiencies

Review process

for gathering

Chapter input

Review current

annual budget

Determine

budget for

following year

Annually

Spring

Summer

Basileus

Standards

Committee

Budget

Committee

Anti-Basileus

PEARL

Foundation

Officers

Program

Committee


GOAL 3 – FUNDRAISING, VISABILITY, SUSTAINABILITY, AND FOUNDATION Maintain a strong financial base to provide for the financial empowerment and sustainability of the Chapter in support the priorities of Alpha Kappa Alpha Sorority, Incorporated® and Rho Zeta Omega.


1. By 2021 and in partnership with

the PEARL FOUNDATION,

increase funds raised annually by

30% (non-assessment) through

fundraising activities and a 50%

increase in corporate sponsorships.

Plan and

implement 2

major

fundraisers per

year yielding

profit of at least

$15K each for

Chapter and in

collaboration

with the PEARL

FOUNDATION

Bring to

membership for

approval per

Chapter bylaws

Assess, evaluate,

adjust as needed

2017; goals

met by 2020

Annually

Fundraising

Committee

PEARL

Foundation

President

EAF Committee

PEARL

Foundation

Treasurer

Respective

Committees

2. Increase visibility in the

community to facilitate major

corporate or community

sponsorships with strategic

planning and intentional execution

Identify and

leverage

opportunities for

combined

audiences for

maximum

impact and

broader

community

reach

Develop regular

PR training

within the

Chapter

January 2017

and ongoing

January 2017

and ongoing

Public Relations

Committee



3. Capitalize Endowment Fund

($20,000) by the end of 2018 to

support Graduate scholarships

($2,500 by 2019)

Develop and

execute an EAF

Campaign

Establish an

informed Board

to serve as an

advisory to the

Graduate

Scholarship

Program;

provide Board

orientation

December

2018

December

2019

EAF Committee


GOAL 4 – PROGRAMS OF SERVICE Increase participation across all programs of service and activities in support of the goals and mission of Alpha Kappa Alpha Sorority, Incorporated® and Rho Zeta Omega.


1. Enhance the effectiveness and

expand the reach of Chapter

initiated Programming in support

of International Priorities

Maintain/increase the number

of Golden Citizens that attend

the quarterly “Dinner and

Learn”

Kids’ Club

Increase number of male

students in the ASCEND

Program

Expand the Environmental

Ownership Awareness in the

Community”

Expand the Family

Strengthening Seasonal Wraps

Program (2 annual initiatives)

Increase

outreach visits

and marketing to

identified sites/

organizations

within the

community

Partner with

other

Committees to

generate interest

and participation

throughout the

Chapter

Partner with

Technology

Committee to

assess the

feasibility of

increasing the

use of social

media;

implement as

appropriate

Evaluate, assess,

adjust as needed;

announce and

celebrate

successes

Annually

beginning

January 2017

and ongoing

January 2017

and ongoing

Program

Committee

Committee Co-

chairmen



Develop

intentional

outreach plan to

increase the

collaboration/

partnership with

other Chapter

Committees

Develop and

implement an

active

recruitment plan

to increase

Chapter

participation

Expand to

include other

schools with the

Cobb County

District

Renew focus on

International

Target Areas

Evaluate, assess,

readjust as

needed

All Committees



2. Determine which of the current

International priorities will be

continued beyond transition in

International leadership

Review and

develop plan for

each

International

priority

regarding

continuation

beyond next

International

leadership

transition, (i.e.,

ASCEND vs.

ongoing college

prep

programming)

Determine

which

programming

should be

continued/expan

ded

/discontinued

based upon

demographics

and needs

assessment

within Cobb

County service

area

January 2017

and ongoing

Program

Committee

Program

Subcommittees



3. Expand health education outreach

to the Cobb County/Marietta

communities

Establish,

develop and

execute an

annual health

fair in the

community

Increase

participation in

Chapter health

promotion

activities

(personally and

for the service

communities)

Quarterly

March

December

Health Committee

*All activities require Executive Committee Approval.


IMPLEMENTATION TEAM AND MAINTENANCE OF THE PLAN

As recommended by Alpha Kappa Alpha, Sorority, Incorporated®, Rho Zeta Omega Chapter

will formalize an implementation process to measure the progress of the Chapter against the

approved Strategic Plan.

Thus, in January 2017, the Strategic Planning Committee will transition into an Implementation

Team that will meet quarterly to facilitate ongoing assessment of the Plan’s execution. This

Implementation Team will submit a report to the membership on an annual basis.

The Rho Zeta Omega Implementation Team will:

Consult with designated “champion sorors” of key initiatives regarding activities and

outcomes;

Review and track progress on a quarterly basis;

Report updates to the Chapter on an annual basis;

Facilitate adjustment of Plan components as needed with membership approval as

required by Chapter bylaws;

Maintain the most current version of Plan on the Rho Zeta Omega website;

Submit a copy of the annually updated Plan to the Regional Director each year;

Maintain a copy of the current Plan in Chapter files for self-assessment and evaluation

purposes.

CONCLUSION

The 2016 Strategic Planning Committee would like to recognize the participation of the Chapter

and Leadership Team for its full participation in successfully completing the Plan. Working on a

strict timeline to complete the final phase of the planning (Appendix B), the entire membership

was mobilized around this important initiative. We look forward to the continuing efforts in

support of the Implementation Phase.


APPENDICIES


ALPHA KAPPA ALPHA SORORITY, INCORPORATED®

RHO ZETA OMEGA CHAPTER

STRATEGIC PLANNING COMMITTEE ACTION PLANS

ASCEND SUBMITTING SOROR:

SARAH JOHNSON/MARCELLA JONES

TACTICAL OBJECTIVE

(What will accomplish)

SPECIFIC TASKS

(How we will get it done)

METRICS

(Measure of success)

BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible Soror)

Increase the numbers of male

students in the program by

10-15%

1. Reach out to the

community by visiting the

following

sites/organizations

Churches

Fraternities

Boys and Girls Clubs

Schools

Group Homes

Coaches at School

2. Present an overview of the

program at each

location/organization

Advisements of the

program at each location

/organization (Flyer,

brochures of each

subcommittee/overview

and applications, Media:

Facebook, Instagram,

hashtags)

Numbers of male

students

increased by 10-

15%

Annually -

Beginning

with the

annual

recruitment

process of the

program and

ending upon

the selection

of students

Recruitment

Team

Co-Chairs

Coaches

*NOTE: All Activities Require Executive Committee Approval

COMMITTEE ACTION PLANS APPENDIX A – COMMITTEE ACTION PLANS


AWARDS SUBMITTING SOROR: JOVONN GIVENS

TACTICAL OBJECTIVE (What will accomplish)

SPECIFIC TASKS (How we will get it done)

METRICS (Measure of success)

BUDGET (Cost)

TIMELINE (Begin/end)

CHAMPION (Responsible Soror)

Submit awards to regional

conference that demonstrate

Chapter programs and Soror

activities

Committee meets to review

award criteria and decide

on awards to submit

Committee works with

program chair and

subcommittee chairs to

make recommendations on

awards to submit and to

gather pictures and

supporting documentation

Committee completes

award submissions

Committee ships awards to

designated location set by

regional Committee

Number of

awards

submitted to

regional

Committee by

deadline

$1100

February/Mar

ch (dependent

on awards

deadline set

by regional

Committee)

Awards chair

Execute annual Chapter

awards program

Develop nomination forms

for Soror of the Year,

Sisterly Relations, New

Chapter Member, &

Outstanding Service

Committee vets nominees

against criteria set forth in

the operation manual

Committee presents

nominees to Chapter for

vote

Committee plans program

for January Chapter

meeting including working

with other Committee

chairs for recognition

(membership, EAF,

program)

Execution of

Chapter awards

program

$220

January

Awards

Committee

Membership

Committee

EAF

Committee

Basileus



BYLAWS SUBMITTING SOROR: DANA NEWMAN

TACTICAL OBJECTIVE


SPECIFIC TASKS


METRICS


BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible Soror)

Ensure Chapter Bylaws

concur with International

Bylaws

Keep abreast of

International Bylaws

changes and their impact to

Rho Zeta Omega Bylaws

Update Rho Zeta Omega

Bylaws as necessary

Proposed

Bylaws

amendments

presented to

the Chapter

for voting

TBD -

Approved

annually

at the

budget

planning

session

January 2017

– No end

Date

All Committee

Members

Increase Chapter’s awareness

and knowledge of Rho Zeta

Omega Bylaws

“Know Your Bylaws”

corner in the Rho Zeta

Omega monthly newsletter

Interactive module at Rho

Zeta Omega annual

Leadership Seminar

Periodic/quarterly “did you

know…?” Bylaws

presentation at Chapter

meetings

Add as

additional

effectiveness

feedback

question on

Seminar and

Chapter surveys

and

questionnaires

TBD –

Approved

annually

at the

budget

planning

session

January 2017

– No end

Date

Bylaws

Committee

All Committee

Members



EAF SUBMITTING SOROR: ANISSA HUNTER

TACTICAL OBJECTIVE


SPECIFIC TASKS


METRICS


BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible Soror)

Capitalize Endowment Fund

by the end of 2018 ($20,000)

Develop and execute an EAF

Campaign

Track the funds

received against

$20,000 goal

$100

Sept – Dec

ending in

2018

EAF Captain

Committee

Members

Raise Money for Graduate

Scholarships beginning 2019

($2,500) Based on past

annual contributions


Campaign

Track the funds

received against

$2,500 goal

$100 Sept – Dec

(every year)

First award in

2019

EAF Captain

Committee

Members

Establish a board to

determine how much, when

and how often to give

Graduate Scholarships

Meeting and present proposal

to Executive Board and Chapter

for feedback and approval

Completed

documentation

outlining the

criteria and

specific details

of the

scholarship.

By December

2019

EAF Captain

Committee

Members

Start giving Graduate

Scholarships 2022


Campaign

Track the funds

received against

goal

$100 Sept – Dec

(every year)

EAF Captain

Committee

Members



EDUCATIONAL ENRICHMENT (SCHOLARSHIP/THINKHBCU/BACKPACKS) SUBMITTING SOROR: CHRISTY JACKSON

TACTICAL OBJECTIVE


SPECIFIC TASKS


METRICS


BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible

Soror)

1. Establish a process for

scholarship procedures

2. Follow International

Guidelines for ThinkHBCU

activities

3. Follow International

Guidelines for collecting

and donating one million

backpacks and related

school supplies

1. Post scholarship application

2. Schedule interviews

3. Schedule scholarship

reception

1. Kickoff 08 Campaign at the

September Chapter meeting to

raise funds by asking Sorors

to make an $8 donation

2. Designate a scholarship to a

recipient who plans to attend

an HBCU

1. Collet backpacks from Sorors

Have Sorors

complete survey

for improvements

The actual amount

raised by the

Chapter at the end

of the year

Provide the actual

number of

backpacks

collected based on

Chapter size

Minimum:

$15,000

Minimum:

$300

$300

December 15 –

May 15

annually

January 1 –

December 31

annually

September 1 –

June 15

annually

Scholarship

Committee

Foundation Board

ThinkHBCU

Committee

Backpack

Committee



ENVIRONMENTAL OWNERSHIP SUBMITTING SORORS:

JANET LONGMIRE/CHANDA CALDWELL

TACTICAL OBJECTIVE


SPECIFIC TASKS


METRICS


BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible Soror)

Increase community outreach

and impact with Committee

activities to benefit those

outside of Chapter.

Promote environmental

stewardship in the

communities we support

Increase use of social

media to increase interest

and enthusiasm around

environmental issues

Partnership with other

Committees to generate

interest and participation

outside of normal audience

Create informational

speaker series on

environmental issues

affecting communities we

serve

Begin using pre/post

surveys for activities to

collect better feedback

Increased

participation

at events

and

activities

Measure the

positive

impact of

activities

(increased

recycling,

cleaner areas

we support,

etc.)

$400

11/2016

and ongoing

Committee

Chair/Co-chair



FAMILY STRENGTHENING SUBMITTING SORORS:

WENONA WATSON/MONIQUE SPAULDING

TACTICAL OBJECTIVE


SPECIFIC TASKS


METRICS


BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible Soror)

To either solicit donations

from the Chapter or use

budgeted funds to purchase

seasonal wraps

To successfully execute 2

Seasonal Wrap Initiatives per

calendar year

Complete both

initiatives per

Corporate

guidelines

$500 January 2017

for April

distribution

September

2017 for

December

distribution

Family

Strengthening

Committees



FUNDRAISING SUBMITTING SOROR – TUREA FLOWERS

TACTICAL OBJECTIVE


SPECIFIC TASKS


METRICS


BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible Soror)

By 2021, increase funds

raised annually by 30% (non-

assessment) through

fundraising activities and a

50% increase in corporate

sponsorship annually.

Establish sponsorship and

fundraising goals

Provide PEARL updates

prior Rho Zeta Omega

meetings.

Evaluate and present the

impact of the EAF

endowment campaign on

The PEARL Foundation

long term goals to the EC

and Chapter

Profit/Loss

reports

TBD

2017-2021

Fundraising

Committee

PEARL Board

President

EAF

Committee,

PEARL Board

Plan and implement 2 major

fundraising programs per

year yielding profit of at least

15K each by 2020.

Develop a plan for 2 major

fundraisers per year

Bring to Chapter for vote

Assess new event concepts

Chapter vote

Event calendar

Event budget

2017

2017

PEARL Board

Fundraising

Committee

Fundraising

Committee

Reduce soror PEARL

Foundation assessment for by

30-40% by 2022.

Establish a vote for a reduced

assessment.

Chapter vote

2022

Fundraising

Committee

PEARL Board



HEALTH COMMITTEE SUBMITTING SOROR: MICHELE MCKENZIE




BUDGET (Cost)



1. Establish an annual

health fair to meet the

international health

platform

2. Provide health education

outreach to the Cobb

County/ Marietta

community regarding

health issues facing

African Americans

3. Increase soror

participation in Chapter

program activities

1. Identify a Committee to

attain corporate sponsor

Form a logistics

Committee to identify

location, secure

vendors, etc.

Form a volunteer

Committee

2. Work in conjunction with

Chapter Public Relations

Committee

Identify speakers

Identify location

3. Ensure that programs are

open to all Chapter sorors

and not just Committee

members

Recognize sorors’

participation hours

Soror, vendor,

and

community

member

participation

survey

Soror and

community

member

participation

survey

Program

participation

log and/or

electronic sign

in system log

Minimal -

$1000

Minimal -

$500

$0

December

Annually

March

Quarterly

Health

Committee

Health

Committee

Health

Committee

Chairperson

Program

Chairperson



GOLDEN CITIZENS SUBMITTING SORORS:

JOANNE LOUIS/CRYSTAL BRANTLEY




BUDGET (Cost)



Increase and maintain the

number of Golden Citizens

that attend the quarterly

Dinner and Learn sessions

Recruit new members to

attend the quarterly dinner

and learn sessions

Ensure new members are

able to attend the dinner

and learn sessions

Compare number

of Golden

Citizens from

beginning of

year to the end of

the year

January 2017

– No end

Date

All Committee

Members

Ensure Golden Citizens

program is in line with

international platform

Ensure dinner and learn topics

are in line with International

Platform

January 2017

– No end

Date

All Committee

Members

Increase collaboration and

partnership with other

Committees

Reach out to other Committee

chairs and create topics for

quarterly dinner and learns that

fall in line with Committee

targets

Document the

number of

programs that

include

partnership with

other

Committees in

the Chapter

January 2017

– No end

Date

All Committee

Members



KIDS CLUB SUBMITTING SOROR: TAMMIE NIXON

TACTICAL OBJECTIVE


SPECIFIC TASKS


METRICS


BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible Soror)

1. To provide hands-on

learning sessions that

encourages student

learning and

participation.

Consult with the teachers

and/or principals at the

partnering schools to seek

feedback from the sessions.

Schools’

feedback,

Number of

participants

Student

surveys

January 2017

No Specified

Date

All Committee

Members

2. Ensure learning sessions

are aligned with

International Programs.

Design topics/activities that

focus on the International

Target Areas.

The

Chapter’s

Leadership

will measure

success.

January 2017

No Specified

Dates

All Committee

Members

3. Establish partnerships

with other Cobb County

Schools.

Research the needs of other

schools in the Cobb County

District.

Success will be

measured by the

number of new

school

partnerships

established.

January 2017

– No

Specified

Date

All Committee

Members

PEARL Board



MEMBERSHIP SUBMITTING SOROR – JENNIFER TURNER




BUDGET (Cost)



1. Reactivate at least 25%

of the sorors that visit

the Chapter seeking to

reactivate or transfer

Develop a robust visitor

and visitor orientation

process and implement at

10 monthly Chapter

meetings

Conduct at least one

reclamation event

annually.

Work with the Technology

and Public Relations

Committee to utilize

platforms such as social

media (Twitter, Facebook,

Instagram, Snapchat,

Linkedin) where

appropriate to highlight

member involvement

(programs, standing

Committee)

*Provide easily accessible

tools for Chapter sorors to

get involved in reclaiming

lost pearls (contact cards)

Utilize Chapter soror

visitor information to

promote events/activities

as appropriate

In conjunction with the

Chapter Awards

Committee, incentivize

sorors to assist Chapter

membership with

reclamation efforts.

Program

Developed

At least 25%

of visitors

reactivated

Implement

program 10

times

(monthly –

Jan-Jun,

Sep-Dec)

Feedback

(verbal or

survey)

requested on

impact of

program.

Committee

to check and

adjust

annually

Reclamation

event

conducted

Two

platforms

utilized

Web or

Social

Media Data

tool

provided to

sorors

Survey

success of

use via

feedback or

survey.

Number of

visitors (#)

Contact

Information

Chapter

award

criteria

developed

TBD

Ongoing;

each Chapter

meeting

Annually

Annually

Membership

Committee (to

assign annually

via

subcommittees

or similar

process)


TACTICAL OBJECTIVE


SPECIFIC TASKS


METRICS


BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible Soror)

Awards

awarded.

2. Recruit talented women

for Graduate

Membership in Rho Zeta

Omega/Alpha Kappa

Alpha Sorority Inc.

(currently on a 3-4 year

basis)

Ensure per the Chapter By-

Laws that Chapter

members vote on whether

or not to conduct Graduate

MIP in the next calendar

year.

If affirmative vote, conduct

graduate MIP, conduct

Graduate MIP following

the official Graduate

Membership Intake

Process Manual.

Vote taken

If

affirmative

vote,

Graduate

MIP

successfully

implemente

d following

official

governing

documents

and

Graduate

MIP Manual

Survey New

Members

Annual

in June

Conduct per

Graduate

MIP Manual/

Schedule

Membership

Committee

3. Retain at least 85% of

Chapter membership on

annual basis the next

calendar year.

Conduct a robust new

member orientation on an

annual basis for all new

Chapter members

Develop creative

membership driven

activities (Spring/Fall

event) and ongoing

activities via the

Membership Committee to

provide an opportunity for

Chapter sorors to interact

with one another outside of

Chapter meetings.

Orientation

Conducted

Survey

participants

as a check

and adjust

Conducted

Fall/Spring

Events

Success of

program

determined

via Survey/

Feedback

Annually

(March)

Fall/Spring of

calendar year

Ongoing for

some

activities, ie,

Getting to

Know Your

Membership

Committee (via

Subcommittees)


TACTICAL OBJECTIVE


SPECIFIC TASKS


METRICS


BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible Soror)

Develop and implement an

annual Graduate Soror to

Graduate Soror Mentoring

Program

Conduct a Chapter member

retreat annually focused on

soror retention

Develop and implement a

Chapter “buddy” (or

similar) to assist new

members.

Develop a measurement

tool (survey, interview) for

sorors who exit the Chapter

and implement. Analyze

data and review with

Chapter Leadership.

* With the assistance of

Chapter Technology

Committee, capture soror

talents/interests for better

member utilization.

Program

review

conducted

via

Mentoring

Program

Manual

(Y/N)

Program

review to

determine

success via

Survey/

Feedback

Member

retreat

conducted

Conduct

Survey to

gather

feedback

Program

conducted

Number of

Sorors

Outreached

(#/Total

Chapter

membership

or new

members

Page

(GTKYP) or

meetings)

Annual

Annual (July-

Aug)

Ongoing

Annually


TACTICAL OBJECTIVE


SPECIFIC TASKS


METRICS


BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible Soror)

Survey/Tool

developed

(Y/N)

Number of

responses/

interviews

received

Soror

utilization of

tool (%)

Improved

Chapter

retention

rate (%)

4. Undergraduate to

Graduate Member

Program is held each

semester (or prior to

graduation) for Pi Phi

Sorors

With the assistance of the

Graduate Advisor/

Graduate Advisory Council

ensure transition activities

are held for Graduating Pi

Phi Sorors.

Formalize program such

that the information

provide is consistently

delivered.

Promote the Dues

Incentive Program for

Undergraduates

transferring to Rho Zeta

Omega directly after

membership

Program

developed/

conducted

Number of

sessions

See previous

metric (roll

into

program)

May, Aug,

Dec

Membership

Committee

Certified

Graduate

Advisory

Council

Member



NOMINATING COMMITTEE SUBMITTING SOROR – KRISTIE WOODS

TACTICAL OBJECTIVE


SPECIFIC TASKS


METRICS


BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible Soror)

A. Provide

recommendations for

Chapter By-Laws

changes

B. Encourage Sorors to

become more engaged in

the Chapter election

process.

C. Request for the increase

in the size of the

Nominating Committee.

The Chapter size has

increased over the last five

years and the Chapter By-

Laws must be aligned with

the International

Nominating Guidelines.

Assist sorors to identify

how their professional

experiences and other

volunteer activities can be

a transferrable skill for

pursuing officer positions

in Rho Zeta Omega.

Create program for sorors

to shadow an officer for

one month in a position

they may consider

pursuing

Submit a bylaw

recommendation to

increase the size of the

Nominating Committee to

eight.

Complete by

January 31,

2017.

Submit the by

March 2017

Submit by

June 2017.

Nominating

Committee

All Nominating

Committee

members



PUBLIC RELATIONS SUBMITTING SOROR: MARANIE BROWN

TACTICAL OBJECTIVE


SPECIFIC TASKS


METRICS


BUDGET

(Cost)

TIMELINE

(Begin/end)

CHAMPION

(Responsible Soror)

Increase visibility in the

community to hopefully

secure a major corporate or

community sponsor

Develop promotional

components/value-adds for

sponsorship packages for

corporate sponsors.

Secure features in

state/regional publications,

outlets, and/or social media

channels

1-2 corporate

sponsors secured

for 2017-2018

1-2 state/regional

features secured

for 2017-2018

$750 for

regular

ads in

local

magazines

and radio

Begin in

January 2017

Public

Relations

Committee

Increase collaboration (for

promotional activity) with

other Chapters within the

Metro Atlanta area

Identify opportunities for

collaboration and leverage

combined audiences for

maximum impact and larger

reach in communities

1 feature/

promotional

activity secured

with other

Chapters

NA

Begin in

January 2017

Public

Relations

Committee

Anti-Basileus

Generate more enthusiasm

across the Chapter for all

event promotion

Outline expectations for

individual Chapter

members to promote

events

Develop regular PR

training for Chapter

Majority of the

Chapter

participates in

training

NA Begin in

January 2017

Public

Relations

Committee

Program

Committees



STANDARDS COMMITTEE SUBMITTING SOROR – STACY GROOMS




BUDGET (Cost)



1. Establish a management

system to effectively

facilitate officer / Committee

transition.

2. Establish a management

system to prepare year- end

documentation for audit

readiness.

16 Define a more

effective annual

budget planning

process.

Schedule meetings for each

Office and Chairman

Provide details on what

needs to be provided

Have a Standards

Committee member

facilitate each meeting

Schedule an official

schedule for turn-in of

identified items

Collect items and

immediately prepare for

storage

To be determined.

Sign-off process

by new officer

validating

transition

Audits passed

with high rating

Annual budgets

meet Chapter

requirements,

with no shortage/

overage

Minimal -

$100

Minimal -

$200

$400

December 1 –

December 31

Annually

January 1 –

January 31

Spring /

Summer

Annually

Standards

Committee

Standards

Committee

Standards

Committee,

Budget

Committee,

Anti-

Basileus,

Tamiouchos,

PEARL

Treasurer



September 8

Begin final phase of Strategic Planning

Engage Strategic Planning Consultant - Dr. Jacqueline McMillan (Tau Pi Omega)

September 10

Chapter Meeting – Basileus to update/reengage Chapter

Distribute/collect shortened survey

September 15

Distribute survey electronically/SurveyMonkey

Reaffirm commitment of Strategic Planning Committee Chairman/Team

Confirm invitation to September 17 focus groups via email

September 17

Consultant will conduct 5 focus groups (Saturday)

September 29

Consultant will provide briefing to Executive Committee (via phone)

Planning grid template submitted to Executive Committee for review and completion (areas of

responsibility/expertise only)

October 6

Consultant meets with the Strategic Planning Committee (in person)

Committee receives briefing and update on the process to date

Review/approve timeline

October 15

Chapter Meeting – Strategic Planning presentation team and consultant will provide 10-15

minute update to membership

Distribute timeline

Executive Committee/Committee Chairmen/Standing Committee Chairmen are asked to complete

the planning grid by filling in the blanks for their areas of responsibility/expertise

Committee Chairmen encouraged to engage Committee members to develop input/feedback (i.e.,

programs, finance, sisterly relations, etc.)

October 29

Due date for submission of completed planning grids from Executive Committee/Committee

Chairmen/Standing Committee Chairmen

November 3

First draft of plan submitted to Basileus and Executive Committee

November 12

Chapter Meeting – Update Chapter on progress

First draft of plan available to membership

Feedback needed in one week

November 19 Deadline for feedback

December 1

Completed Strategic Planning document submitted to Executive Committee

December 10 Meeting – Final update to Chapter

Final document available to membership

Feedback needed in one week

10/10/2016jm

Rho Zeta Omega

Strategic Planning

Timeline 2016

APPENDIX B – TIMELINE


Greetings, Sorors: We are seeking your input for the current Rho Zeta Omega strategic planning process. Please complete the following short survey and RETURN IT TODAY. Please be candid but succinct with your responses. Your voice is important to this process!

1. How many years have you been in the Chapter? __________ In the Sorority? __________

2. Please list your current roles with Rho Zeta Omega: officer, Committee Chairman, Committee member, etc.

1_______________________ 2_______________________ 3_______________________

3. What would you like Rho Zeta Omega to focus on in the next 3-5 years? What topics or issues do you hope

we can address during the planning process? 4. What do you feel are the most important/successful programs, activities or services that Rho Zeta Omega

currently offers to Chapter members? 5. What do you believe are the most important/successful programs or services that Rho Zeta Omega currently

provides to our service area? 6. List any programs or services that you feel Rho Zeta Omega does not currently provide to its members or

service communities that we should consider.

Rho Zeta Omega Strategic Planning Survey

September Chapter Meeting, 2016

PLEASE CONTINUE ON BACK

APPENDIX C – SURVEY QUESTIONS/RESULTS


7. List what you consider to be Rho Zeta Omega strengths.

8. List what you consider to be Rho Zeta Omega’s weaknesses or areas in need of improvement. 9. List what you would like to see Rho Zeta Omega do in order to become a better or more effective

organization. Think in terms of opportunities. 10. List what you believe Rho Zeta Omega should do differently (change, enhance, discontinue, etc.) in order to

remain a relevant and effective organization. Remember to also consider threats and/or “competing” service organizations.

11. What expertise or special interests can you bring to Rho Zeta Omega’s continuing development that you are

not currently providing, e.g., finances, fundraising, marketing, communications, planning, etc.?

1_______________________ 2_______________________ 3_______________________ 12. Please suggest 3 specific strategic goals for the plan:

1 _________________________________________________________________________ 2 _________________________________________________________________________ 3 _________________________________________________________________________

Thank you for your input!


Rho Zeta Omega Strategic Planning Survey Raw Results *Some edits made for clarity

Hard Copy Submissions N = 24

1. How many years have you been in the Chapter?

YEARS IN CHAPTER YEARS IN SORORITY

0 – 4 years 8 0 – 4 years 3

5 – 10 years 10 5 – 10 years 2

11 – 15 years 1 11 – 15 years 2

16 – 20 years 1 16 – 20 years 2

20+ years 4 20+ years 15

2. Please list your current roles with Rho Zeta Omega: officer, Committee Chairman, Committee member, etc.

TBD

Health Connections Bylaws

Health Fundraising Committee member

Technology ASCEND member Sisterhood member

Standards Health Anti-Pecunious Grammateus

Sisterhood Committee Connections Fundraising

Scholarship Grammateus Officer

Committee Chairman Scholarship Fundraising

Sisterhood Committee Connections Anti-Basileus/Program Chairman

Membership member Sisterhood member Connection

Committee Chairman Golden Citizens Road cleanup Committee

Golden Citizens Fundraising Sisterhood

Chairman Foundation President Chairman on 3 Committees

Graduate Advisory Council PEARL Board Foundation Grant Committee

Nominating Committee Health Committee Graduate Advisory Council


3. What would you like Rho Zeta Omega to focus on in the next 3-5 years? What topics or

issues do you hope we can address during the planning process?

Health (mental and physical)

Educating the community on laws and government process that affect the community

Some sort of strategy to encourage sorors to be officers by making it appealing; I think an officer spotlight in the newsletter would be fantastic; even past officers; what made them run, etc.; succession planning

Fundraising made easy; provide service for teens and young children in group homes (foster home kids)

Education

Other district schools (ODS) – new on horizon; research for information

Emphasize local (city, county-wide) elections

Emphasize Black-on-Black crime (Cobb County-Metro Atlanta)

More membership activities to get to know our current Chapter members

A signature fundraising event; more collaboration between Committees so sorors are not pulled in so many multiple directions on same (or week if possible)

Increasing fundraising amounts, establishing signature fundraiser/programs that continue to garner community support an recognition

More membership activities to get to know our current Chapter members

To continue focusing on sustaining sorors, active membership and participation in programs, and developing a meaningful fundraiser/signature program.

Identifying 2 signature programs that we support each year regardless of corporate platform; develop a program that deliberately engages new Chapter members immediately upon joining the Chapter to prepare them for leadership or identify who may be future leaders with the Chapter.

A structured shadowing process whereby members with leadership potential and desires receive training to prepare them to take office and be successful.

Mentoring to reactivating sorors; activating Chapter members to participate in programs

Programs for youth; programs for senior citizens

Programs for working with youth; programs for seniors; sisterly relations

Community service & economic development

Sisterly relations and leadership training

Continue partnering with Alzheimer nursing home


4. What do you feel are the most important/successful programs, activities or services that

Rho Zeta Omega currently offers to Chapter members?

Sisterhood and leadership activities

Sisterhood and membership activities

The meetings (inclusive of prayer team) a lot of good energy and synergy in there

The most important/successful programs, activities or services are membership (reclamation, meet-ups, and social activities of interest)

Our retreat should include a strategic outlook session

Sisterhood and membership activities designed to help sorors get to know each other; I like the “thoughts and prayers” that are announced by the Sisterhood Chairman; it gives us an opportunity to reach out to sorors in need.

All of them

Sisterhood events; community service events in Cobb County

Membership and sisterly relations events

Many outreach programs for the community and sorors

Building sisterly relations

Sisterly relations and leadership training

Educational enrichment; leadership program

Fundraising; health

Sisterhood; fundraising; family strengthening

Sisterhood and membership support; educating each other

Meet up groups

Opportunities to give back to the community that are efficient and mindful of busy working mom’s schedules

5. What do you believe are the most important/successful programs or services that Rho

Zeta Omega currently provides to our service area?

Education and all others

Elementary and middle school programs (playground, etc.)

Scholarship (although we need to raise and give more); Golden Citizens

Community impact days when sorors come together for one purpose to be a voice to the voiceless; family strengthening is another program that truly touches the community

ASCEND; scholarships


Educational enrichment (scholarship/reception, think HBCU recognition and support, backpack drives and donations, ASCEND, golden citizens, dinner and learn, environmental/acts of green activities (clean pickups along Fairground St.), voter registration and community impact days (1908 Playground Project, MLK Day, Alzheimer, Heart Disease, and NAMI)

Scholarships but we need to do more in this space; college prep

I am biased towards the scholarship program; any assistance we can give to an individual to help them complete a college education becomes a game changer. It saddens me that so many young people are now graduating college saddled with huge loans and loan payments.

All of them

ASCEND; school partnerships

AKA 1908 playground projects; ASCEND

All of our service programs are successful

All the programs; we are well known in Cobb County

Golden citizens

Partnership with our local schools; health awareness

Leadership programs; educational enrichment

Health; family strengthening (meals for kids)

ASCEND; golden citizens; family strengthening; global impact; acts of green

Family strengthening; ASCEND

ASCEND; golden citizens

The playground project w/Home Depot

6. List any programs or services that you feel Rho Zeta Omega does not currently provide to its members or service communities that we should consider.

A buddy system for sorors new to the Chapter; finding your fit for new sorors to find the best place to serve in the Chapter and get them involved and warmly welcomed into active participation.

Food pantry

With a pretty large number of sorors who work in health care and the medical field, I would like to see Rho Zeta Omega provide a health fair within its service area; educate the public on health disease, mental illness, stroke, Alzheimer, nutrition, and exercise; provide blood pressure screenings

We need to start a middle school program; launch an annual health initiative in Cobb County for the underserved community

Our calendar is running over; in lieu of adding more, we should do a better job of collaboration between Committees to that we do not have so many activities at the same time


Maybe doing something for the homeless community, especially for the children

Partner with troubled teens in group homes

Programs for foster/group home kids

Debutante cotillion

How the laws and government process affects the community

More leadership development and perhaps an addition to the directory for an option to include what sorors do professionally; we had a pink slip part in the past, but there are some sorors that may be looking for a career transition or need references to services such as legal, etc.

7. List what you consider to be Rho Zeta Omega strengths.

Large number; membership; information shared; participation in community

Follows all bylaws; considers the needs of all members/all age groups

Very little friction among members

Sisterhood; program execution

Warm welcome; service within the community; growing community impact and presence in Cobb County

Well known; can quickly organize and mobilize; respected within our organization; have connections/partnerships that help us succeed

Sisterhood and fellowship; family events; social events; health; environmental

We’ve been sisterly

Ability to work together for a common good in spite of differences of opinions

The Chapter is growing; the location is great and events are conveniently located as well

Community involvement (i.e., NAMI walks, environmental ownership; adopt a mile); membership growth

Open door policy

Communication is great

Outreach programs and activities for the community and sorors; strong support of regional and national programs

Our programs for outreach to the community

Presence in leadership roles in South Atlantic Region and Internationally; community programs in Cobb County

Sisterhood; organization

Everyone is a potential leader and when given the opportunity, rise to the occasion with aplomb; the care that sorors show in time of need

The talents and creativity of the Chapter sorors; we have perspectives from all age groups—a diamond soror, several golden sorors and silver sorors, as well as sorors new to the sorority and to the Chapter


Good financial acumen; friendly/sisterly; respected and regarding throughout metro Atlanta Chapters; we work well together

Rho Zeta Omega is a strong Chapter in terms of its community involvement and community impact; we come through in times of crisis or need for one another; we work well with the other 14 metro Atlanta Chapters; we support our undergraduate Chapter, Pi Phi; we get “it” done

8. List what you consider to be Rho Zeta Omega’s weaknesses or areas in need of

improvement.

Still observing

Transparency; clear messaging/communication; Chapter meeting start/end times

Having a signature fundraising event that community looks forward to on a regular cadence; missed opportunities to collaborate between Rho Zeta Omega Committees

Consistency with some programs; failure to plan long term; some weak leadership

Its just a want for me, I’d like the budget corner to come back

More transparency in electoral process

I’m a new soror and I would like to get to know the sorors better and get connected

Corporate sponsorship

Sometimes it can be unclear who is the designated contact for certain activities or for information

Encourage stronger unity and discourage cliques

None

Determine why sorors want to leave the Chapter when requesting transfers and use these reasons as opportunities for improvement, if warranted; timeliness of meetings

I am concerned about cliques as we continue to grow; as a 20+ year Rho Zeta Omega member, this was never a concern for me previously

Limited bench strength of those willing to lead; we have 2 groups within the Chapter right now—we are divided; we need increased exposure in the community—people should come to us to help with problems because we are known for getting things done

Time management at meetings; respect for Chapter officers and positions held are areas that Chapter sorors need to be mindful of; more Chapter soror presence and participation at program activities and events; I’d like to see more interaction and support for the other Cobb NPHC organizations


9. List what you would like to see Rho Zeta Omega do in order to become a better or more

effective organization. Think in terms of opportunities.

Still observing

Continue to streamline processes within accordance to AKA and Rho Zeta Omega Chapter bylaws and procedures

Implement long term planning; allow the program chair to run the program Committee

Partner with other organizations/corporations to bring in/raise more dollars to give back to the community

Partner with other organizations; get sponsorships

More corporate sponsors

Remember to be sisterly and know AKA rules

Determine why more Chapter members are not participating in programs

Partner with other orgs

Committee collaboration on Chapter activities

Improve the understanding of the relationship between Pearl and the Chapter; include Pearl meetings at the beginning of each Chapter meeting or in the middle of the Chapter meeting; set up the Anti-Basileus position to work more closely, i.e., shadow the Basileus; ask appointed Chairman who are not performing their duties to step down (having the program mentioned in #3—leadership for new sorors/potential leaders--will help identify the sorors who would be able to step in and lead

Currently, I think Rho Zeta Omega is an effective Chapter with a broad spectrum of knowledge in many areas; we’ve tot to build more fundraising efforts and execution

10. List what you believe Rho Zeta Omega should do differently (change, enhance, discontinue, etc.) in order to remain a relevant and effective organization. Remember to also consider threats and/or “competing” service organizations.

Still observing

Rho Zeta Omega works on the previously noted above—signature programs, opportunities to collaborate between Committees—Rho Zeta Omega would remain a relevant and effective organization

Make stronger partnerships in the community, establish a signature event/program that the community looks forward to in order to build continued support

We have been partnering with other Divine Nine organizations, we should increase that if we can; also, we’ve been sending out the upcoming events (I really appreciate this) however could we have a way to sync the calendar to our phones, etc.


Maintain compliance and reduce hazing at the undergraduate level; bring on women who choose to serve and not just wear letters

The meetings are too long; is it possible to have a lite breakfast snack or afternoon snack at meetings?

Enhance the use of the Chapter calendar to avoid several activities at the same time; there is so much going on that sorors for the most part only support the activities of the Committee that they serve with; we need to get back to supporting all of the Chapter activities but this won’t happen unless we work collaboratively

Implement a process at the end of a major event, i.e., community breakfast, MIP, etc., to walk through the financials from that event, expenses, income and profit/loss; streamline the number of programs we support and pool our money so that we span fewer causes but we can go deep and really make a difference; set goals and targets for each activity and report the results to the Chapter; number of lives impacted and how…how did we change lives and situations; be open to more even non traditional partnerships in the community

Continue implementing meaningful and relevant program activities; encourage incoming sorors to get on board and actively participate and interact with sorors; after all, they united with the Chapter of their choice

11. What expertise or special interests can you bring to Rho Zeta Omega’s continuing development that you are not currently providing, e.g., finances, fundraising, marketing, communications, planning, etc.?

Education Communication Technology

Communications Planning Networking

Conflict resolution Conflict resolution Human resources

Mentoring Arts and crafts Arts and culture

12. Please suggest 3 specific strategic goals for the plan:

Encourage sorors to share and utilize their talents and skills in the Chapter to educate and bring awareness to issues and/or initiative at hand

Develop along range plan of action for fundraising activities over the next 4-5 years to support our scholarship and other programs

Increase community outreach within Cobb County

Establish one new strategic alliance annually within Cobb County aligned w/a target

Improve establishment of sponsorships and relationships w/sponsors

Chapter fundraiser for program account


Long term planning for programs (at least 6 months in advance)

Although its probably not in the near future, I would love to have our own meeting facility

Structured shadowing for members who have expressed a desire to serve in a leadership capacity

Increase grants and corporate sponsorships of Chapter programs RHO ZETA OMEGA Survey Responses

Hard copy submissions.jm


Rho Zeta Omega Chapter

Strategic Planning 2016 Focus Group Questions

1. What major accomplishments of Rho Zeta Omega make you proud to be a member?

2. What do you see as a nonproductive or inefficient practice of the Chapter? Please be specific.

3. What do you believe we need to focus on to ensure the continued success of Rho Zeta Omega? Please be as specific as possible.

Thank you for your input!

APPENDIX D – FOCUS GROUP QUESTIONS/RESULTS


Rho Zeta Omega Focus Groups Raw Data *Some edits made for clarity

Saturday, September 17, 2016

1. WHAT MAKES YOU PROUD TO BE IN CHAPTER?

Legacy - daughter initiated

Programs

o Contributions/programs o Programs serving people and communities from A-Z (i.e., Golden Citizens) o NAMI/neighborhoods (taking over/mental health) o Health Initiatives - physical and mental health o Signature Programs - Remain even through leadership changes o Scholarship programs o Serving every age group o Numbers served – 3K-5K o Partnerships within community o Service focus o Health focus/NAMI o Kid’s Club o Golden Citizens o Awards (M. Angels) o Programs – ASCEND, Senior Citizens (clothing, holidays) o Elementary/Kids Club o Give back constantly o Think HBCU o Scholarships o Golden Citizens o Foster Kids o 1908 Playground o Dresses for Africa o Program impact o Kids of Incarcerated Parents


Recognitions

o Home depot/partner/education/partner of the year o Hosted 2010 Founders’ Day – 1908 Day with period costumes o 1908/Regional o Multiple community awards and recognition o Consistent awards on an annual basis at Regional Conferences o Recognitions at Boule o Boule 2016 leadership positions and Chairman in Chapter

Chapter Dynamics

o Diversity – experience, age backgrounds, creativity o Positive reception to new ideas o Resolution of conflict

– Well handled by Basileus – Be open – Golden Rule re tone, speech – Revisit protocols – Decorum – Cattiness – Mandatory protocol training – Sisterly relations – Coming together – Professionalism – Consistency – Finding ways to fit – Following corporate guidelines – Basic programming

o Planning

– Executive Committee and Chapter – Budget/June


2. WHAT IS NONPRODUCTIVE/INEFFICIENT OR NEEDS TO BE CHANGED/FIXED?

Chapter Meetings

o Meetings are too long o Send reports via email o Use meeting minute compilation on internet o Restrict reports to pertinent issues o Don’t read reports/it’s insulting o Plan for certain number of minutes for each report/stick with it o Time reports (3 min each) o Make report timing part of the Chapter meeting process o Improve/increase/use technology for membership sign-in o End report compilation at least 2-3 days prior to Chapter meeting o Submit all reports ahead of time o Perhaps couple of copies for review prior to the meeting if sorors have not

read. Not during meeting o Submit changes/edits/additions to minutes prior to meetings; track changes

and submit to Grammateus o Develop in-service programming for all new officers that include time

management/report issues o Develop in-service programming for all new officers regarding parliamentary

procedures o Begin and end meetings on time o Don’t read reports in Chapter meetings - Make reports more interesting o Email Committee reports prior to meetings vs. reading during meeting o Place time limits on reports o Place all important events on schedule/calendar o Be selective regarding what is announced in meetings o Parliamentarian not empowered to keep order o Limit discussions in Chapter meetings

Chapter Dynamics

o Big Chapter – thinking small o THINK BIG o Growing pains/cliques – develop strategies to dis-encourage cliques and

encourages networking at Chapter meeting and/or social/programming events

o Too new to contribute o Improve use of member talents – reluctance to utilize talents o Need to develop an electronic skills bank of sorors o Lack of participation – programs vs. social/Chapter meeting o Chapter is award driven vs. service driven


o Need sisterhood partnership environment o Need for better communication/more transparency o Some don’t feel they have a voice in decisions o Ensure that older sorors are kept in loop o If certain persons speak in a meeting, no one else feels that they can counter

or have alternate view o Some members are “nice nasty” o Too many arguments in Chapter o Arguments need to be taken off line o Increase Foundation fundraising via grants, sponsors, etc.

Chapter is stuck in the past

o Accept new ideas o Increase scholarships based on criteria from Committee/Chapter o Consider tiered awards based upon agreed upon criteria o Determine rationale for decisions o Improve decision transparency o Short term vs. long term planning o Increase fundraising/decrease assessments

Leadership Decision-making/Transparency

o Scholarship Committee’s decisions were changed arbitrarily o Trust issues o Lack of inclusiveness

3. WHAT DO WE NEED TO FOCUS ON TO ENSURE CONTINUING SUCCESS? Leadership Development/Succession Planning

o Soror engagement that leads to leadership development (Committee chairs,

etc.) o Leadership selection process/how are Committee chairs selected? o What is the criteria/what is the process for selecting Committee chairs? o How can we increase typical “go to” lists of current and future leaders? o Enhance/expand relationship building activities and events o Reactivate sorors then involve them in leadership development/make it a

process o Increase membership/sisterhood activities o Present leadership opportunities to the body (Committee chairs, co-chairs,

etc.) o Expand affinity groups then bring them into leadership development

programming


o Revisit the mandatory participation “rule.” Increase participation/leadership requirements.

o Continue electing strong leadership that embraces a personal/leadership o Leadership development and mentoring o Succession planning

Progressive/creative ideas

o Develop creative ideas/be innovative o Don’t get stuck in how it’s always been done o Increase amount/number of scholarships re growth of Chapter/moving

forward o Growth mind-set/Chapter complacent

Planning and Assessment

o Do less/collaborate more o Assess and measure community impact via survey, assessment, who is our

audience o Candid discussion regarding Chapter growth o Think big/act big

Soror retention

o Soror connectedness o Focus on sisterhood o Create a positive environment o Ensure that everyone feels valued o Region/county growth presents opportunities o Balance representation on Committees/diversity of thought, experience,

longevity in sorority, etc. o Quality of membership intake o Mentorship of new sorors and/or transfers

Fundraising – annual signature event

o Pink Ice Ball/Dance o Mother-Daughter event o Shades of Pink o Hush/Silent auction o Purposeful


Leadership Transparency

o Improve transparency in decision-making, etc. o Leadership should routinely invite and answer all questions o Every voice should be heard and respected o Debate after meeting if not relevant to issue at hand – includes Basileus and

Program Chairmen

Sisterly behavior

o Why are we here o Its not about the individual o We need to walk in love

4. ANYTHING ELSE ON YOUR MIND? Increase grant submissions and sponsor development Decrease Chapter assessments/fund more programming with grants and

sponsorships Engage neutral facilitators more often Include Chapter building (facility) in long-term planning Everyone needs to pitch in so the heart for AKA is apparent Don’t over-extend – we’re not effective when too tired Reach out to new sorors Institute a phone tree/checks regarding leadership (?) Become accountability partners Enhance technology – especially for information dissemination

RHO ZETA OMEGA Focus Group Responses.jm

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