Delta Kappa Epsilon International Chapter Strategic Planning Delta

Delta Kappa Epsilon International Chapter Strategic Planning Delta Kappa Epsilon Fraternity

Why Conduct Strategic Planning? Is Your Chapter: . e l t t i l s r e t t a Struggling tom Get-off the Ground? ! r e n t t o i e t B a u T t i O s L r … u A d o r Y Already Organically a o d H Excellent? t n a a h C t u t o Yo N s ’ t i d An. Experiencing Ups and Downs?

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—Sometimes it can be Hard to Know Where to Start. HERE’S AN EASY WAY TO DO IT!

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 An Easy Way to VISUALIZE THE STRATEGIC PLANNING PROCESS THAT ENDS IN RESULTS

Strategic Planning Core Values Vision Statement Mission Statement s Action Items s lue Va re lue Va Goals Co re Co Strategic Initiatives 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” k c Ba (1) The cultivation of general literature and social culture, k n i h T s y r a u o w l Y A to alues V e r Co (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.

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 Core Values Vision Statement s Va re lue Va Co re lue s Co A BRIEF Statement (a few clauses); Mission About who/where/what you want to be; Does not need to. Strategic be specific!; But it must set a. Initiatives clear direction for the organization; • A 3 -5 Year ending Goals place. • •

Strategic Planning Core Values Vision Statement s Va re lue Va Co re lue s Co • Example Vision Statement: • “Delta Kappa Mission Epsilon is a diverse brotherhood of rich and lasting tradition Strategic that strives to. Initiatives instill in its members academic excellence, altruism, and social Goalscultivating the responsibility, while leaders of tomorrow. ” –Phi Chi, Rutgers

Strategic Planning So You’ve Defined Your Vision. . . IT’S TIME TO SET A MISSION THAT CAN BE ACCOMPLISHED THIS YEAR

Strategic Planning Core Values Mission Statement s s lue Va re lue Va - Co re Co • 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 Core Values Mission Statement s s lue Va re lue Va - Co re Co • 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 Efficacy Check Does this Year’s Mission Advance Your Vision? Mission Statement Vision 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. ” “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. ” E. g. , does the focused recruitment of quality members advance the cultivation of the leaders of tomorrow? (It does)

Strategic Planning Core Values Vision Statement Mission Statement s Action Items s lue Va re lue Va Goals Co re Co Strategic Initiatives Results

Strategic Planning Core Values Strategic Initiatives s s lue Va re lue Va - Co re Co • 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 Complete: Create a Vision, Mission and Get Strategic NOW IT’S TIME TO GET S. M. A. R. T.

Strategic Planning What does S. M. A. R. T. mean? SPECIFIC Must be actionable; MEASURABLE Must be quantifiable, able to be examined; ATTAINABLE Must be realistic and able to be achieved within the time frame; RELEVANT Must directly/ indirectly achieve the goal or initiative of higher order, drive toward Vision; TIME-BOUND Must have a specific deadline within the timeframe!

Strategic Planning Core Values Goals s s lue Va re lue Va - Co re Co • 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.

Strategic Planning • , h How Initiatives and Goals “Fit” t i w t n Dynamic Recruitment e t s i – Initiative: expand ΔKE’s network and recruitimore, highc s f n i quality members. o c C e p e S r. a s e r e s l v o i a t. o M a T i t G. t i u R. Academic Engagement n b I A. n – Initiative: engage the University community academically a M. S while stimulating intellectually. Ththe brotherhood e b t s u M • Goal: Meet 500 people; • Goal: Achieve 100% brotherhood participation in extracurriculars; • Goal: Bid 20 students from academic/professional/business societies. • • 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.

Strategic Planning Core Values Action-Steps s s lue Va re lue Va - Co re Co • 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 e How Goals and Action-Items “Fit” h t • e r a e Dynamic Recruitment r s a Initiative: m t e a t h I – Expand ΔKE’s network t h s n i l o and recruit more, high- ps i p t e t c quality members. s m A o c c i – Goal: Bid 20 ifstudents c a c. from academic / l e o t a p / business s o professional. d g T e. societies. ed n R. e v e A i. n g M a. S e b t s u M • 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.

Strategic Planning Organizational Goal-Setting RECAP AND FINAL NOTES

Strategic Planning Recap and Final Notes • 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.

Strategic Planning Recap and Final Notes • 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.

Strategic Planning Recap and Final Notes • 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.

Strategic Planning Recap and Final Notes • 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?

Strategic Planning Presentation Source • “Building Excellence Through Fail-Safe Leadership. ” • Jack Frost, Phi Chi of DKE, Rutgers ’ 67 • Founder and President, Firm Foundations • http: //firmfound. com