Download - [PPT]Alpha Kappa Alpha Sorority, Incorporated Lambda Phi ... · Web viewAlpha Kappa Alpha Sorority, IncorporatedLambda Phi Omega ChapterStrategic Plan 2017-2019* Presentation to Chapter

Alpha Kappa Alpha Sorority, Incorporated

Lambda Phi Omega ChapterSTRATEGIC PLAN 2017-2019*

Presentation to Chapter December 17, 2016Recommended by Executive Board on December 6, 2016

Strategic Planning Committee: Sorors Romona Davis, Loretta Embry, Jean Johnson, Diana Jones, Robynne Sherrill, Belva Denmark Tibbs (chairman), Jackie Whatley, Deann Wheeler, Deborah Willis, and Wendy Batch-Wilson

*Revised December 6, 2016 based on feedback from the Executive Board.

Background Information1. The AKA Corporate Office has mandated that each chapter complete a three-

year strategic plan (2017 – 2019), which is due by December 31, 2016; our submission deadline is December 17, 2016.

2. Components of the Strategic Plan must include:Mission statement - organizational purpose Vision statement - aspirational; what will we look like if we achieve our goalsGuiding Principles – the framework in which the chapter will achieve the

vision.Strategic goals - long-term organizational targetsAction plan - specific tasks, including accountable person(s), time frame,

financial impact, interdependenciesFollow-up - measurement/monitoring component that determines if the

organizational has achieved what it planned to accomplish.

Our MissionMembers of Lambda Phi Omega Chapter of Alpha Kappa Alpha Sorority, Incorporated:•Serve the Greater Cleveland community,•Support professional growth of women, and

•Promote sisterhood among college-educated women.

Our 2020 VisionLambda Phi Omega Chapter will become the premier sisterhood of distinguished professional women in Greater Cleveland united to serve humankind.

TWELVE CORE PRINCIPLES GUIDE THE WORK OF LAMBDA PHI OMEGA CHAPTER

Our strategic goals have six areas of focus, which serve as a framework for all that we do as an organization.

Membership Programming Fundraising

Development Operations Branding

Membership Growth

Transformational Programming

Sustainable Financial Base

By December 31, 2019, Lambda Phi Omega Chapter will increase membership to at least 151 members by recruiting, retaining and reclaiming women who uphold the ideals and principles of the organization.

By January 1, 2018, Lambda Phi Omega Chapter will implement transformational programming, aligned with international program targets, that have measurable short-term (1-2 years) and long-term (3-5 years) impact in our community.

By March 31, 2017, Lambda Phi Omega Chapter will develop plans, which will yield a sustainable financial base that enables the chapter to fund transformational programs, and develop cash reserves for longer-term programming and ongoing scholarships.

Professional Development

Chapter Operations AKA Brand

By November 30, 2017, Lambda Phi Omega Chapter will create two tools, which will help develop members and strong leaders to ensure the knowledge, skills and abilities of all members are fully utilized.

By December 31, 2018, Lambda Phi Omega Chapter will maximize chapter operations by leveraging technology and adopting efficient processes to ensure timely communication, organizational effectiveness and environmental sustainability.

By March 31, 2017, Lambda Phi Omega Chapter will develop a vehicle that promotes and protects the AKA Brand.

Membership: By December 31, 2019, Lambda Phi Omega Chapter will increase membership to at least 151 members by recruiting, retaining and reclaiming women who uphold the ideals and principles of the organization.

No. Tactical Objectives Metrics Timeline Responsibility

Interdependencies

1 Recruit at least 30 new members who uphold the ideals and principles of AKA and augment the knowledge, skills and abilities (KSAs)/demographics of current membership, esp. 20 and 30 year-old women

Number of women who successfully complete the Chapter’s Member Intake Process during the three-year period

December 31, 2017?December 31, 2018?December 31, 2019?

• Membership• Sisterly

Relations

• Individual Membership Dues

• National MIP guidelines

2 Retain at least 95% of the previous year’s chapter membership

95% of previous year’s membership [for 2017, goal = 123 members (129*0.95)]

December 31, 2017December 31, 2018December 31, 2019

• Membership• Sisterly

Relations


• Bylaws?

3 Reclaim 5% of previous year’s membership by actively engaging inactive Sorors and targeting recent college graduates throughout the year

5% of previous year’s membership [for 2017, goal = 6 members (129*0.5)]

December 31, 2017December 31, 2018December 31, 2019

• Pearl Day • Membership• Sisterly

Relations


• Bylaws?

Programming: By January 1, 2018, Lambda Phi Omega Chapter will implement transformational programming, aligned with international program targets, that have measurable short-term (1-2 years) and long-term (3-5 years) impact in our community.No. Tactical Objectives Metrics Timeline Responsibi

lityInterdependencies

1 Based on community needs assessment, develop and implement a longer-term, transformational focus for programming (e.g., in one geographic area, one school) over multiple years

• Develop at least one, multi-faceted, multi-year transformational program for 2018 by October 31, 2017

• October 31, 2017 for 2018 program year

• Program• Standards• Committee

Chairmen

• Budget• International Program

Targets• Local Community Needs

Assessment

2 Develop a reliable measurement tool to monitor the effectiveness and impact of the transformational program(s) based on benchmarks

• Number of committees with projects in targeted area (e.g., geography, school)

• Number of people served in the targeted area

• Number of years of program

• Amount spent and/or budgeted on program

• December 31, 2018


• December 31, 2018 • December 31, 2018

• Program• Standards• Committee

Chairmen

• Budget

3 Administer measurement tool (e.g., survey) annually and if needed, adjust program based on input

• Annual survey • December 31, 2018 • Standards• Program

• Annual Chapter Assessment (Standards survey)

Fundraising: By March 31, 2017, Lambda Phi Omega Chapter will develop plans, which will yield a sustainable financial base that enables the chapter to fund transformational programs, and develop cash reserves for longer-term programming and ongoing scholarships.

No.

Tactical Objectives

Metrics Timeline Responsibility

Interdependencies

1 Using the 2016 Member Survey results, conduct a focus group to develop fundraising goals and metrics for 2018 and 2019

Agreed upon multi-year fundraising plan

March 31, 2017

• Fundraising

• Budget?• Programming• Scholarships

2 Develop a plan to transfer fundraising activities that generate a positive return on investment (ROI) and net-profit to the LPO Foundation

Agreed upon transition plan for the LPO Foundation

March 31, 2017

• LPO Foundation

• LPO Officers

• Fundraising

• LPO Foundation Articles of Incorporation

• LPO Bylaws

Development: By November 30, 2017, Lambda Phi Omega Chapter will create two tools, which will help develop members and strong leaders to ensure the knowledge, skills and abilities of all members are fully utilized.No.

Tactical Objectives


Comments

1 Develop Lambda Phi Omega Chapter specific “how-to” guidelines on member and leadership accountabilities and orient members/leaders on roles and responsibilities and standard operating procedures at chapter level

• Existence of “How-to” Manual

• Manual used during Leadership Development workshop

• Manual used during Member Orientation session

November 30, 2017

• Protocol• Leadership

Development• Committee

Chairmen• Executive

Board• Standards• Membership

See verbatim comment to Member Survey Q 11: “recommendation for preparing future leaders”

2 Build a Lambda Phi Omega Chapter Skills Bank and use it when forming committees and seeking chairmen/officers

• LPO Member Skills Bank

September 30, 2017

• Membership• Technology• Leadership

Development• Nominating

Committee

Operations: By December 31, 2018, Lambda Phi Omega Chapter will maximize chapter operations by leveraging technology and adopting efficient processes to ensure timely communication, organizational effectiveness and environmental sustainability.No. Tactical

ObjectivesMetrics Timeline Responsibility Interdependenc

ies1 Incorporate the use of

technology into more operational practices to make processes more efficient and "green"

• Implement at least one practice to improve efficiency

• Annual survey assessing the chapter’s operational effectiveness

January 1, 2018

December 31, 2018 December 31, 2019

• Standards• Technology

Annual Chapter Assessment (Standards survey)

2 Adhere to time limits for chapter/committee meetings

• Implement at least one practice to improve timeliness

• Annual survey assessing the chapter’s meeting timeliness

January 1, 2018

December 31, 2018 December 31, 2019

• Standards• Executive Board• Leadership

Development


3 Develop and administer an annual tool to monitor progress against the 15 tactical objectives in the 2017-19 Strategic Plan

• Dashboard to track progress on metrics

• Number of tactical objectives successfully completed each year

4Q 20174Q 20184Q 2019

December 31, 2017December 31, 2018 December 31, 2019

• Standards• Executive Board


Branding: By March 31, 2017, Lambda Phi Omega Chapter will develop a vehicle that promotes and protects the AKA Brand.No.

Tactical Objectives


Interdependencies

1 Create an Ad Hoc Marketing/Branding Committee to develop and implement a comprehensive and cohesive marketing/ branding plan to enhance the image of the chapter

1. Committee formed2. An agreed upon

branding/marketing standard operating procedures (SOP) guide

3. An agreed upon marketing/branding plan

• January 2017

• March 2017

• March 2017

• Basileus• Marketing/

Branding Committee

• No Budget implications

• No Bylaw changes

2 Increase number of articles/posts/ads about Lambda Phi Omega Chapter's programs and activities in local print media, social media and/or Ivy Leaf magazine compared to 2017

• Number of articles/ads in print media per quarter

• Number of posts on social media

• Number of followers on Facebook, Twitter

• Number of hits on the chapter website



• Marketing/ Branding Committee

• Ivy Leaf Reporter

• Public Relations

• Committee Chairmen

• Budget

Implementation Time Line2017

2018

2019

1. Transition fundraising activities to LPO Foundation by March 31, 2017

1. Implement multi-year Transformational program(s) by January 1, 2018

1. Retain 95% of previous year’s membership in 2017, 2018 & 2019.

2. Create an Ad Hoc Marketing/ Branding Committee to develop a plan by March 31, 2017

2. Evaluate impact of transformational programs annually by December 31, 2018

2. Reclaim at least 18-21 inactive Sorors by December 31, 2019

3. Conduct focus group and develop 2018-19 Fundraising plan based on Member Survey feedback by March 31, 2017

3. Improve operational processes via technology by December 31, 2018

3. Recruit at least 30 women for chapter’s Member Intake Process by December 31, 2019

4. Develop LPO Skills Bank by September 30, 2017

4. Adhere to time limits for chapter/ committee meetings by December 31, 2018

4. Based on evaluation, adjust multi-year Transformational program(s) by March 31, 2019

5. Develop chapter “How-To” Manual for leaders and members by November 30, 2017

5. Increase articles/posts/ads about Lambda Phi Omega Chapter by December 31, 2018

5. Monitor progress against the 15 tactical objectives in the 2017-19 Strategic Plan by December 31, 2019

Implementation Time Line: Complete Five High-Level Tactical Objectives Each Year

PRIMARY RESPONSIBILITY

Responsible Committees

Membership Growth


Sustainable Financial

Base

Professional Development

Chapter Operations

AKA Brand

FundraisingLPO Foundation 1

Marketing /Branding 2

Membership

Pearl Day

Program

Protocol

StandardsNotes:1. In 2017, all fundraising activities will be transferred to the chapter's Linking Partnership Opportunities (LPO) Foundation.2. In 2017, the Chapter Basileus will create a new Ad Hoc Committee focused on chapter marketing and branding.

Strategic Goals

Responsibility Grid for Implementing the 15 Tactical Objectives

ONGOING FOLLOW-UP:Strategic Plan 2017-2019

Dashboard(A Monitoring/Measurement Tool)

Strategic Goal No Tactical ObjectivePrimary

Responsible Committee

Other Responsible Committees Metrics 2016 Baseline 2017 2018 2019

Status (not started, started, on track to meet

goal, or completed)Comments

Membership Growth 1 Recruit at least 30 new members who uphold the ideals and principles of AKA and augment the knowledge, skills and abilities (KSAs)/ demographics of current membership, esp. 20 and 30 year-old women

Membership Sisterly Relations Number of women who successfully complete the Chapter’s Member Intake Process during the three-year period

0

Goal = 30 new Sorors by December 31, 2019

As of December 17, 2016, Chapter has not decided when it will conduct a Member Intake Process

Membership Growth 2 Retain at least 95% of the previous year’s chapter membership

Membership Sisterly Relations 95% of previous year's membership

129 Goal = 123 Goal = TBD Goal = TBD By December 31, 2019, Chapter would have at least 151 members

Membership Growth 3Reclaim 5% of previous year’s membership by actively engaging inactive Sorors and targeting recent college graduates throughout the year

Pearl Day Membership; Sisterly Relations

5% of previous year's membership

129 Goal = 6 Goal = TBD Goal = TBD


4 Based on community needs assessment, develop and implement a longer-term, transformational focus for programming (e.g., in one geographic area, one school) over multiple years

Program Standards; Committee Chairmen

Develop at least one, multi-faceted, multi-year transformational program for 2018 by October 31, 2017

0 Goal = Develop at least one program by

October 31, 2017

Goal = Implement at least one program by January 1, 2018

Number of committees with projects in targeted area (e.g., geography, school)

N/A N/A Goal = Measure by December 31, 2018

Number of people served in the area


Number of years of program


Amount budgeted and/or spent on program



6 Administer measurement tool (e.g., survey, audit) annually and if needed, adjust program based on input

Standards Programs Survey administered N/A N/A Goal = Survey conducted by December 31, 2018

Goal = Survey conducted by December 31, 2019

Not sure if this would be an audited function

Sustainable Financial Base 7 Using the 2016 Member Survey results, conduct a focus group to develop fundraising goals and metrics for 2018 and 2019

Fundraising Committee Chairs Agreed upon multi-year fundraising plan

N/A Goal = Multi-year Fundraising Plan developed by March 31, 2017

Goal = Meet Fundraising Plan $$ Targets (TBD)

Goal = Meet Fundraising Plan $$ Targets (TBD)

See verbatim comments to Member Survey Q : “recommendation for preparing future leaders”

Sustainable Financial Base 8Develop a plan to transfer fundraising activities that generate a positive return on investment (ROI) and net-profit to the LPO Foundation

LPO Foundation LPO Officers; Fundraising

Agreed upon transition plan for the LPO Foundation

N/A Goal = Fundraising activities are transferred to LPO Foundation by March 31, 2017

There may be implications for Lambda Phi Omega Foundation; check articles of incorporation and Bylaws.

Completion of the "how-to" guidelines manual

N/A Goal = Complete manual by November 30, 2017

See verbatim comment to Member Survey Q 11: “recommendation for preparing future leaders”

Manual used during Leadership Development session

N/A Goal = serves as reference material for Leadership Development session

Goal = serves as reference material for Leadership Development session

Manual used during Member Orientation session

N/A Goal = serves as reference material for member orientation session

Goal = serves as reference material for member orientation session

Professional Development 10 Build a Lambda Phi Omega Chapter Skills Bank and use it when forming committees and seeking chairmen/officers

Membership Technology; Leadership Development; Nominating Committee

LPO Member Skills Bank N/A Goal = Complete Skills Bank by September 30, 2017

Goal = update annually with member changes

Goal = update annually with member changes

Chapter Operations 11 Incorporate the use of technology into more operational practices to make processes more efficient and "green"

Standards Technology Annual survey assessing the chapter’s operational effectiveness

N/A Goal = implement as least one practice to improve efficiency

Goal = Administer 2018 annual survey and monitor results, adjust as needed


Chapter Operations 12 Adhere to time limits for chapter/committee meetings

Standards Executive Committee; Leadership Development; Protocol

Annual survey assessing the timeliness of chapter meetings

N/A Goal = implement as least one practice to improve timeliness



Chapter Operations 13 Develop and administer an annual tool to monitor progress against the 15 tactical objectives in the 2017-19 Strategic Plan

Standards Executive Committee; Dashboard to track progress on metrics

N/A Goal = Complete the five high-level tactical objectives identified for this year

Goal = Complete the five high-level tactical objectives identified for this year

Goal = Complete the five high-level tactical objectives identified for this year

See Strategic Plan Presentation Slide

Basileus Public Relations Committee Formed N/A Goal = January 31, 2017

Marketing/ Branding Public Relations An agreed upon branding/marketing standard operating procedures (SOP) guide

N/A Goal = March 31, 2017

Marketing/ Branding Public Relations An agreed upon marketing/ branding plan

N/A Goal = March 31, 2017

Number of articles/ads in print media per quarter

N/A Goal = Collect 2017 data as baseline

Goal = Increase by ??% over 2017 as measured December 31, 2017


There may be budget implications; AKA Social Media/Technology policy

Number of posts on social media




There may be guidance from national AKA Social Media/Technology policy

Number of followers on Facebook, Twitter




There may be guidance from national AKA Social Media/Technology policy

Number of hits on the Chapter website




There may be budget implications; AKA Social Media/Technology policy

Branding: By March 31, 2017, Lambda Phi Omega Chapter will develop a vehicle that promotes and protects the AKA Brand.


Programming: By January 1, 2018, Lambda Phi Omega Chapter will implement transformational programming, aligned with international program targets, that have measurable short-term (1-2 years) and long-term (3-5 years) impact in our community.

Fundraising: By March 31, 2017, Lambda Phi Omega Chapter will develop plans, which will yield a sustainable financial base that enables the chapter to fund transformational programs, and develop cash reserves for longer-term programming and ongoing scholarships.

Development: By November 30, 2017, Lambda Phi Omega Chapter will create two tools, which will help develop members and strong leaders to ensure the knowledge, skills and abilities of all members are fully utilized.

Operations: By December 31, 2018, Lambda Phi Omega Chapter will maximize chapter operations by leveraging technology and adopting efficient processes to ensure timely communication, organizational effectiveness and environmental sustainability.

Standards; Committee Chairmen

ProgramDevelop a reliable measurement tool to monitor the effectiveness and impact of the transformational program(s) based on benchmarks.


5

Public Relations; Ivy Leaf Reporter; Committee Chairmen; Technology

Lambda Phi Omega Chapter of Alpha Kappa Alpha, Sorority, IncorporatedStrategic Plan 2017 -- 2019

Dashboard

Create an Ad Hoc Marketing/Branding Committee to develop and implement a comprehensive and cohesive marketing/ branding plan to enhance the image of the chapter

14AKA Brand

15 Increase number of articles/posts/ads about Lambda Phi Omega Chapter's programs and activities in local print media, social media and/or Ivy Leaf magazine compared to 2017

AKA Brand Marketing/ Branding

All Committee Chairmen; Executive Board; Standards; Leadership Development; Membership

ProtocolDevelop Lambda Phi Omega Chapter specific “how-to” guidelines on member and leadership accountabilities and orient members/leaders on roles and responsibilities and standard operating procedures at chapter level

9Professional Development

Strategic Goal No Tactical ObjectivePrimary

Responsible Committee

Other Responsible Committees Metrics 2016 Baseline 2017 2018 2019

Status (not started, started, on track to meet

goal, or completed)Comments

Membership Growth 1 Recruit at least 30 new members who uphold the ideals and principles of AKA and augment the knowledge, skills and abilities (KSAs)/ demographics of current membership, esp. 20 and 30 year-old women

Membership Sisterly Relations Number of women who successfully complete the Chapter’s Member Intake Process during the three-year period

0

Goal = 30 new Sorors by December 31, 2019

As of December 17, 2016, Chapter has not decided when it will conduct a Member Intake Process

Membership Growth 2 Retain at least 95% of the previous year’s chapter membership

Membership Sisterly Relations 95% of previous year's membership

129 Goal = 123 Goal = TBD Goal = TBD By December 31, 2019, Chapter would have at least 151 members

Membership Growth 3Reclaim 5% of previous year’s membership by actively engaging inactive Sorors and targeting recent college graduates throughout the year

Pearl Day Membership; Sisterly Relations

5% of previous year's membership

129 Goal = 6 Goal = TBD Goal = TBD


2017 – 2019 Strategic Plan Summarized…

ONE Mission; ONE Vision

THREE Years

SIX Strategic Goals

15 Tactical Objectives

129 COMMITTED Lambda Phi Omega Chapter Members

COUNTLESS Lives Changed in Greater Cleveland

Appendix A: 2016 Strategic Planning Process1. The Strategic Planning Committee (an ad hoc committee) met in August, September, October and December in person and via

teleconference. All members actively participated in the completion of documents via email.2. The Committee reviewed the Chapter’s last Strategic Plan, which was completed in 2003; Soror Belva Denmark Tibbs

participated on that committee.3. The Committee gathered input from chapter members at the August Chapter Retreat (chapter strengths and opportunities for

improvement).4. The Committee also reviewed the 2016 issue of The Pulse, an external assessment of demographic and socioeconomic trends in

Greater Cleveland produced by the Cleveland Foundation and Crains’ Cleveland Business. The Pulse uses extensive data to inform how Greater Cleveland is doing in different spheres of life, including education, housing, jobs, safety, health, transportation, population and the environment.

5. Based on the internal and external assessments, the Committee refined the vision & guiding principles and identified six strategic goals.

6. On October 15, the Chapter approved the Mission, Vision, Guiding Principles and the six Strategic Goals.7. To assist in the completion of the 2017-2019 Strategic Plan, Lambda Phi Omega Chapter's Strategic Planning Committee

designed an internal chapter survey to gather information about member demographics, knowledge/skills/abilities (KSAs), and engagement in programs/fundraising activities as well as chapter strengths and opportunities for improvement. The survey consisted of 37 multiple-choice and 9 open-ended questions and was administered October 4 – 15, 2016. A total of 58 chapter members (or 46% of the total membership) responded to the survey. For the full survey results, please visit the Members Only section of the LPO website.

8. Due to time constraints, we were unable to convene subgroups to develop action plans for the six strategic goals. Instead, the committee developed specific tasks under each goal based on survey results. Chapter members will provide input on the action plan at the December Executive Board and Chapter meetings.

9. On December 6, the Executive Board reviewed the Strategic Plan, provided input and recommended the plan be presented at the December Chapter meeting for final review and approval.

10. On December 17, the chapter will review and approve the final version of Lambda Phi Omega Chapter’s Strategic Plan.11. Annually, during the fourth quarter, the Standards Committee will monitor the chapter’s progress against the strategic plan via

evaluations, surveys, audits, etc. and report its findings to the Chapter using the Dashboard. Based on the assessment, the Chapter will make adjustments as needed.

Appendix B: Excerpts from the 2016 Member Survey