Delta Kappa Epsilon International Chapter Strategic Planning Delta Kappa Epsilon Fraternity.
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Transcript of Delta Kappa Epsilon International Chapter Strategic Planning Delta Kappa Epsilon Fraternity.
Delta Kappa Epsilon International
Chapter Strategic Planning
Delta Kappa Epsilon Fraternity
Why Conduct Strategic Planning?
Struggling to Get-off the Ground?
Already Organically Excellent?
Experiencing Ups and Downs?
Is Your Chapter:
Your situation matters little.
You Can do A LOT Better!
And it’s Not that Hard…
Why Conduct Strategic Planning?
Conduct Strategic Planning Because:
If you’re struggling…• Direction and clarity will finally get you out of that rut.
You can do it, now.
If you’re organically excellent…• You have incredible potential energy, much of which isn’t be
harnessed. You can do even better.
If you’re somewhere in the middle…• You have been searching for a tool to push you toward the
top. This is it.
Strategic Planning
HERE’S AN EASY WAY TO DO IT!
Strategic Planning—Sometimes it can be Hard to Know Where to Start.
Strategic Planning
“A young group must identify Core Values, 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.”
Strategic Planning
In Short…
Know your Core Values
Then, Think BIG!
Last, Think S.M.A.R.T.
Strategic Planning
VISUALIZE THE STRATEGIC PLANNINGPROCESS THAT ENDS IN RESULTS
An Easy Way to
Strategic Planning
Vision Statement
Mission Statement
Strategic Initiatives
Goals
Action Items
Core Values Core
Val
ues
Core Values
Results
Strategic Planning
What are ΔKE’s Core Values?Article II, The Constitution of Delta Kappa Epsilon• “The Objects of Delta Kappa Epsilon are the Cultivation of
General Literature and Social Culture, the Advancement and Encouragement of Intellectual Excellence, the Promotion of Honorable Friendship and Useful Citizenship, the Development of a Spirit of Tolerance and Respect for the Rights and Views of Others, the Maintenance of Gentlemanly Dignity, Self-Respect and Morality in All Circumstances, and the Union of Stout Hearts and Kindred Interests to Secure to Merit its Due Reward.”
Strategic Planning
What are ΔKE’s Core Values?
Article II,ΔKE’s Constitution“The Objects”
(1) The cultivation of general literature and social culture,
(2) The advancement and encouragement of intellectual excellence,
(3) The promotion of honorable friendship and useful citizenship,
(4) The development of a spirit of tolerance and respect for the rights and views of others,
(5) The maintenance of gentlemanly dignity, self-respect, and morality in all circumstances,
(6) And the union of stout hearts and kindred interests to secure to merit its due reward.
Always Think Back
to Your
Core Values
Strategic Planning
Envision ΔKE 3-5 Years from Now
Define the desired outcome as a group in your Vision Statement;
“Alignment” must be achieved; that is…
• Must be buy-in and ownership from all parties; • Everyone must be on the same page;• All must be working towards the same end.
Strategic Planning
Vision Statement
Mission
Strategic Initiatives
Goals
Core Values Core
Val
ues
Core Values
• A BRIEF Statement (a few clauses);• 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.
Strategic Planning
Vision Statement
Mission
Strategic Initiatives
Goals
Core Values Core
Val
ues
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, Rutgers
Strategic Planning
IT’S TIME TO SET A MISSION THAT CAN BE ACCOMPLISHED THIS YEAR
So You’ve Defined Your Vision...
Strategic Planning
Mission Statement
---
Core Values Core
Val
ues
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.
Strategic Planning
Mission Statement
---
Core Values Core
Val
ues
Core Values
• Example Mission Statement:• “Build and strengthen the Brotherhood
through focused recruitment of quality members, improved academic achievement, the creation of ΔKE’s brand, and improved membership accountability.” –Phi Chi, Rutgers
Strategic Planning
Mission Statement“Build and strengthen the Brotherhood through focused recruitment of quality
members, improved academic achievement, the creation of ΔKE’s brand,
and improved membership accountability.”
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.”
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?
Strategic Planning
Vision Statement
Mission Statement
Strategic Initiatives
Goals
Action Items
Core Values Core
Val
ues
Core Values
Results
Strategic Planning
Strategic Initiatives
---
Core Values Core
Val
ues
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.
Strategic Planning
Example Strategic Initiatives
Dynamic Recruitment Initiative• Expand ΔKE’s network and recruit more, high-quality
members.
Academic Engagement Initiative• Engage the University community academically while
stimulating the brotherhood intellectually.
Brand Awareness Initiative• Increase awareness of ΔKE’s brand on campus.
Strategic Planning
NOW IT’S TIME TO GET S.M.A.R.T.
Complete: Create a Vision, Mission and Get Strategic
Strategic Planning
What does S.M.A.R.T. mean?
Must be actionable;SPECIFIC
Must be quantifiable, able to be examined; MEASURABLE
Must be realistic and able to be achieved within the time frame;ATTAINABLE
Must directly/ indirectly achieve the goal or initiative of higher order, drive toward Vision;
RELEVANT
Must have a specific deadline within the time-frame!
TIME-BOUND
Strategic Planning
Goals
---
Core Values Core
Val
ues
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.
How Initiatives and Goals “Fit”
Strategic Planning
• Dynamic Recruitment– Initiative: expand ΔKE’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.
Strategic Planning
Action-Steps
---
Core Values Core
Val
ues
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!
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 ΔKE 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.
How Goals and Action-Items “Fit”
Action-Items are the
specific steps that are
needed to accomplish
a given goal.
Must be S.M.A.R.T.
Strategic Planning
RECAP AND FINAL NOTESOrganizational Goal-Setting
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.
Recap and Final Notes
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.
Recap and Final Notes
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.
Recap and Final Notes
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?
Recap and Final Notes
Strategic Planning
• “Building Excellence Through Fail-Safe Leadership.”
• Jack Frost, Phi Chi of DKE, Rutgers ’67• Founder and President, Firm Foundations• http://firmfound.com
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