2005 strategic plan-ex
TRANSCRIPT
Keith Krach:Keith Krach:
Strategic Planning UpdateStrategic Planning Update
7575thth GRAND CHAPTER GRAND CHAPTER
To develop the long range strategic plan and process and champion an execution
mechanism that will guide the Sigma Chi Fraternity for future generations.
Grand Consul’s Charge
Stakeholders Undergraduate chapters Grand Praetors and Grand Trustees Sigma Chi Foundations (U.S. & Canada) Past Grand Consuls Alumni chapters House corporations College administrators Headquarters staff
Added industry experts: Bill George, J. Bruce Harreld, Jim Helwig, Marc Carlson
Identify Stakeholders and Build TeamIdentify Stakeholders and Build Team
Objective Leader
Objective Leader
Objectives
Objective Leader
3.1
3.2
3.3
Action Plans
Current Year Future Years
PlansA B C
PlansA B C
PlansA B C
Current Year Future Years
Current Year Future Years
Core Values, Vision & Mission
CoreValues
Vision
Mission(organizational
purpose)
Strategic Imperatives (areas of focus)
1
2
3
4
5
Sponsor & Owner
6
Sponsor & Owner
Sponsor & Owner
Sponsor & Owner
Sponsor & Owner
Sponsor & Owner
Imperative Sponsors and Owners
Objective Leaders
Strategic BlueprintStrategic Blueprint
Process: Strategic Planning TimetableProcess: Strategic Planning Timetable
Form Team
Session 1
11/14/03
Strategic Planning
Team
Phase I:Planning
Additional stakeholders via online surveys
01/2004
Session 2
02/06/04 04/16/0404/24/04
Spring EC buy-off
Spring Foundation Board buy-off
Grand Praetors /
Grand Trustees /
EC / Foundation
Phase II:Blueprint
Development
Strategic Planning Team
Stakeholder Feedback
Phase IV:
External Roll Out
Full Strategy Team
Meeting
150th Celebration
06/21/0506/25/05
Grand Council buy-off
and BLTW roll
out
Summer 2004
Execution Mechanism
Development
05/13/04
Phase III:Execution
Imperative Owner / EC
Budget Approval
10/08/04
Imperative Owner / EC
01/23/0504/16/05
Imperative Owners & Objective Leaders
11/12/04
Technology training / 150th Deliverable
Execution Planning
EC ImperativeReview
EC Imperative Reviews and 05/06
prioritization
Strategic Budgeting
09/06/04
Strategic Budgeting
05/09/05
VisionVision
Leadership
Character-in-actionCharacter-in-action
To be the preeminent collegiate leadership development organization—aligned, focused and
living our core values
MissionMission
Develop values-based leaders committed to the betterment of character, campus
and community
“The main objective of Sigma Chi is to develop and train broad minded men that recognize the wholeness of things…
- Founder Runkle 1913
4. Exponentially increase positive alumni involvement focused on the undergraduates
1. Provide unprecedented undergraduate leadership development through character-in-actionTM
2. Foster consistent high-quality undergraduate growth
3. Drive our position as the preeminent leadership development organization
5. Create a fulfilling fraternal living experience
6. Maximize funds raised to benefit undergraduates
CoreValues
Vision
Mission(organizational
purpose)
Strategic ImperativesStrategic Imperatives
7. Ensure chapter and individual accountability to the leadership experience
8. To maximize the Sigma Chi experience through Technology
Imperative 1: 150th AccomplishmentsImperative 1: 150th Accomplishments
Integrated all leadership programs into unified Leadership Continuum
Created 150th edition of the Norman Shield
Developed a road map for the Journey to Brotherhood and Visions programs
Completed the Cornerstone roll-out plan; 2 regions fully functional
Developed the Chapter Services Team X
Outlined a vision for “New Horizons”
Imperative 1: Provide unprecedented undergraduate leadership development through character-in-actionTM
Imperative 1: Future FocusImperative 1: Future Focus
Additional session (#4) of Horizons – Summer 2006
Pilot “New Horizons” - Summer 2006 Pilot Journey to Brotherhood program -
August 2006 Pilot Visions Program - August 2006 Full implementation of Cornerstone - Fall
2010
Imperative 1: Provide unprecedented undergraduate leadership development through character-in-actionTM
Imperative 2: 150th AccomplishmentsImperative 2: 150th Accomplishments
Installed 2 new chapters – 6 since 2003
Implemented Mission 365 at 25 chapters
Launched an 8-year expansion plan
Created action plan to determine future of International Plan
Imperative 2: Foster consistent high-quality undergraduate growth
Imperative 2: Future FocusImperative 2: Future Focus
Mission 365 to over 100 chapters in 05-06 Pilot training of selected Cornerstone Mentors
as Mission 365 facilitators chapters in California Cornerstone Region
Implement the 8-year expansion plan with 4 installations per year
Execute Action Plan to determine feasibility of International Expansion
Imperative 2: Foster consistent high-quality undergraduate growth
Imperative 3: 150th AccomplishmentsImperative 3: 150th Accomplishments
Developed a proactive marketing campaign
Hired tier one PR firm
Developed a new SIGMACHI.ORG consistent with our message
Public launch for the 150th celebration
Raised the standard in proactive organizational communications
Imperative 3: Drive our position as the preeminent leadership development organization
Imperative 3: Future FocusImperative 3: Future Focus
Leverage the 150th to drive our position
Drive significant positive media coverage
Leverage and raise internal communication standards
Develop external key indicators for success
Imperative 3: Drive our position as the preeminent leadership development organization
Imperative 4: 150th AccomplishmentsImperative 4: 150th Accomplishments
Developed an Alumni Advisory Board program and implemented it at 60 chapters
Developed and piloted an Alumni Big Brother program at 8 chapter
Developed and implemented an Alumni Training Workshop
Developed an alumni chapter expansion strategy
Imperative 4: Exponentially increase positive alumni involvement focused on the undergraduates
Imperative 4: Future FocusImperative 4: Future Focus
Implement Alumni Advisory Boards at all chapters Expand Alumni Big Brother program Implement an integrated alumni training program
with a strong web focus Implement an Alumni Recruitment program similar
to Mission 365 Support and leverage the Fraternity technology
Roadmap Develop alumni speakers bureau
Imperative 4: Exponentially increase positive alumni involvement focused on the undergraduates
Imperative 5: 150th AccomplishmentsImperative 5: 150th Accomplishments
Performed a safety assessment at 20 chapters Took two chapters above safety standard Developed a detailed plan to replicate the
improved chapters Developed a house corporation – equivalent of
a Peterson Award
Imperative 5: Create a fulfilling fraternal living experience
Imperative 5: Future FocusImperative 5: Future Focus
Grand Trustees focus is on housing results
Assess quality and safety at all chapters
Bring all chapters above the safety standard using the model developed this year
Leverage CCI and Foundation fundraising
Imperative 5: Create a fulfilling fraternal living experience
Imperative 6: 150th AccomplishmentsImperative 6: 150th Accomplishments
$40 million Capital Campaign organized and underway with the Campaign Kickoff announced at 150th Celebration
Developed local chapter fundraising model Implemented a revised Life Loyal Sig program
that will double annual revenues over 3 years Increased quantity and quality of Significant
Sigs
Imperative 6: Future FocusImperative 6: Future Focus
Achievement of the $40 million campaign Leverage local fundraising model fraternity
wide Development and execution of cultivation plan
for Significant Sigs (for time or funding) Achieve passage of Housing Bill Development of University Model for Sigma
Chi fundraising
Imperative 7: 150th AccomplishmentsImperative 7: 150th Accomplishments
Adopted a zero-tolerance hazing policy Developed a chapter accreditation process Implemented an Academic Performance
Improvement Plan Rolled out cutting-edge financial management
program at 50 chapters
Imperative 7: Ensure chapter and individual accountability to the leadership experience
Imperative 7: Future FocusImperative 7: Future Focus
Enforce zero-tolerance hazing policy Explore alternatives to the current role of alcohol in
Sigma Chi
Implement an individual officer accountability plan
Drive an expanded fraternity-wide philanthropy strategy
Expand financial management program to another 50 chapters
Imperative 7: Ensure chapter and individual accountability to the leadership experience
Imperative 8: 150th AccomplishmentsImperative 8: 150th Accomplishments
Release of SIGMACHI.ORG – Messaging tool Set a strategic technology development
process (include representatives from Imperatives)
Publish complete technology road map
Imperative 8: To maximize the Sigma Chi experience through Technology
Imperative 8: Future FocusImperative 8: Future Focus
Refine the technology road map Develop a clearer vision of Sigma Chi
technology (3 – 5 year) Implement strategic technology development
process Exponentially improve data volume and
accuracy
Imperative 8: To maximize the Sigma Chi experience through Technology
The Leadership CascadeThe Leadership Cascade
Leadership
StrategicPlanning
FinancialManagement
Technology
Strategic Plan
FraternityFoundation
Alumni
Undergraduate Chapter