Alpha Kappa Alpha Sorority Incorporated Lambda Phi Omega

Alpha Kappa Alpha Sorority, Incorporated Lambda Phi Omega Chapter STRATEGIC PLAN 2017 -2019* Presentation to Chapter December 17, 2016 Recommended 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 Information 1. 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: üMission statement - organizational purpose üVision statement - aspirational; what will we look like if we achieve our goals üGuiding Principles – the framework in which the chapter will achieve the vision. üStrategic goals - long-term organizational targets üAction plan - specific tasks, including accountable person(s), time frame, financial impact, interdependencies üFollow-up - measurement/monitoring component that determines if the organizational has achieved what it planned to accomplish.

Our Mission Members 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 collegeeducated women.

Our 2020 Vision Lambda 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 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. Transformational Programming Sustainable Financial Base By January 1, 2018, Lambda Phi Omega Chapter will implement transformational programming, aligned with international program targets, that have measurable shortterm (1 -2 years) and longterm (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 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. AKA Brand 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 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 Retain at least 95% of the previous year’s chapter membership December 31, 2017? Number of women who successfully complete the December 31, 2018? Chapter’s Member Intake December 31, 2019? Process during the threeyear period 95% of previous year’s membership [for 2017, goal = 123 members (129*0. 95)] December 31, 2017 December 31, 2018 December 31, 2019 • Membership • Sisterly Relations • 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, 2017 December 31, 2018 December 31, 2019 • • 2 3 Metrics Timeline Responsibility Interdependencies • • Membership Sisterly Relations Pearl Day Membership Sisterly Relations • • Individual Membership Dues National MIP guidelines Individual Membership Dues 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. 1 2 Tactical Objectives Metrics Based on community needs • Develop at least one, multi -faceted, multi-year assessment, develop and transformational program implement a longer-term, for 2018 by October 31, transformational focus for 2017 programming (e. g. , in one geographic area, one school) over multiple years Develop a reliable measurement • Number of committees with projects in targeted tool to monitor the effectiveness area (e. g. , geography, and impact of the transformational school) program(s) based on benchmarks • Number of people served in the targeted area • Number of years of program • Amount spent and/or budgeted on program 3 Administer measurement tool (e. g. , • Annual survey) annually and if needed, adjust program based on input Timeline • October 31, 2017 for 2018 program year • December 31, 2018 Responsibility • • • Interdependencies Program Standards Committee Chairmen • • • Program Standards Committee Chairmen • Budget • • Standards Program • Annual Chapter Assessment (Standards survey) • December 31, 2018 • Budget International Program Targets Local Community Needs Assessment • December 31, 2018 • December 31, 2018

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 1 Using the 2016 Member Survey results, conduct a focus group to develop fundraising goals and metrics for 2018 and 2019 Develop a plan to transfer fundraising activities that generate a positive return on investment (ROI) and net-profit to the LPO Foundation 2 Metrics Timeline Responsibility Interdependencies Agreed upon multi-year fundraising plan March 31, 2017 • Fundraising • Budget? • Programming • Scholarships Agreed upon transition plan for the LPO Foundation March 31, 2017 • LPO Foundation • LPO Foundation Articles of Incorporation • LPO Bylaws • LPO Officers • Fundraising

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. 1 2 Tactical Objectives Metrics Timeline Responsibility 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 November 30, -to” Manual 2017 Manual used during Leadership Development workshop Manual used during Member Orientation session • • 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 • • • Protocol Leadership Development Committee Chairmen Executive Board Standards Membership Technology Leadership Development Nominating Committee Comments See verbatim comment to Member Survey Q 11: “recommendation for preparing future leaders”

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. 1 2 3 Tactical Objectives Metrics Incorporate the use of technology into more operational practices to make processes more efficient and "green" • Adhere to time limits for chapter/committee meetings • • • Develop and administer an • annual tool to monitor progress against the 15 • tactical objectives in the 2017 -19 Strategic Plan Timeline Implement at least one practice to improve efficiency Annual survey assessing the chapter’s operational effectiveness January 1, 2018 Implement at least one practice to improve timeliness Annual survey assessing the chapter’s meeting timeliness January 1, 2018 Dashboard to track progress on metrics 4 Q 2017 4 Q 2018 4 Q 2019 Number of tactical objectives successfully completed each year December 31, 2017 December 31, 2018 December 31, 2019 Responsibility • • Standards Technology Annual Chapter Assessment (Standards survey) • • • Standards Executive Board Leadership Development Annual Chapter Assessment (Standards survey) • • Standards Executive Board Annual Chapter Assessment (Standards survey) December 31, 2018 December 31, 2019 Interdependencies

Branding: By March 31, 2017, Lambda Phi Omega Chapter will develop a vehicle that promotes and protects the AKA Brand. No. Tactical Objectives 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. 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 • 2 Metrics 3. • • • Timeline January 2017 March 2017 Committee formed An agreed upon branding/marketing standard operating procedures (SOP) guide An agreed upon marketing/branding plan • • March 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 • December 31, 2018 December 31, 2019 • • Responsibility • • • Interdependencies Basileus Marketing/ Branding Committee • Marketing/ Branding Committee Ivy Leaf Reporter Public Relations Committee Chairmen • Budget • No Budget implications No Bylaw changes

Implementation Time Line: Complete Five High-Level Tactical Objectives Each Year Implementation Time Line 2017 2018 2019 1. Transition fundraising activities to 1. Implement multi-year LPO Foundation by March 31, Transformational program(s) by 2017 January 1, 2018 1. Retain 95% of previous year’s membership in 2017, 2018 & 2019. 2. Create an Ad Hoc Marketing/ 2. Evaluate impact of Branding Committee to develop a transformational programs plan by March 31, 2017 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” 5. Increase articles/posts/ads about 5. Monitor progress against the 15 Manual for leaders and members Lambda Phi Omega Chapter by tactical objectives in the 2017 -19 by November 30, 2017 December 31, 2018 Strategic Plan by December 31, 2019

PRIMARY RESPONSIBILITY

ONGOING FOLLOW-UP: Strategic Plan 2017 -2019 Dashboard (A Monitoring/Measurement Tool)

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 Process 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. 1.

Appendix B: Excerpts from the 2016 Member Survey