��������Joint Strategic Plan�Planning Committee

SESSION 2

SEPTEMBER 26, 2023

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LAST UPDATED: 2023.09.26

Virtual Meeting Tips

Facilitator Team

• This session will be video recorded so click on ACCEPT
• Type your name and chapter in the name field
• Type your name, graduation year, chapter and email in the Chat Window
• Mute your microphone except when speaking
• Post questions and ask to be recognized in the Chat Window
• Voting will be via Chat Window, type in Aye, Nay or Abstain
• The recorder will take minutes which will be available before the next meeting
• Powerpoint slides will be available after tonight

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Welcome

• Co-Champions
• Dr. Dan Bureau, Fraternity President
• Ken Heys, Foundation Chairman

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Session 1 Highlights

• Co-Champions
• Begin with Quo Vadis, “Where are you going?”
• Recommendation to create a Joint Strategic Plan (JSP) that applies to the Fraternity and Foundation as well as collegiate chapters, alumni associations, and members.
• Recommendation to approve the framework or approach to develop the JSP before starting the process.
• The proposed framework includes defined roles, functions, and process.
• Roles: Champions, Planners, Participants, Observers, Audiences, Stakeholders, Implementors, Recorders, Facilitators
• Functions: Discovery, Decision Points, Deliverables and Task Organization

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Session 1 Highlights (con’t.)

The proposed process includes:

• Phase I – Preparatory
• Phase II – Define Roles and

Participants

• Phase III – Discovery and

Future State

• Phase IV – Create the JSP
• Phase V – Implementation

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Approve Minutes from Session 1

• Co-Champions
• Motion and second to approve the minutes
• Vote

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Completed Actions since Session 1

• Co-Champions
• Committee Chairmen identified
• A minimum of 2 undergrad reps identified for each committee
• Recorders identified
• Session dates proposed and planned through 2025
• High level agendas proposed for sessions through 2025
• Surveys planned through May 2024
• Requests for staff support submitted to Fraternity
• Google Drive shared folders created and populated
• Participants provided access to Google Drive folders
• Stakeholder lists compiled
• Expectations Survey deployed

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Task Organization Chart

• LAST UPDATED: 18 September 2023

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Expectations Survey Results

• Facilitator Team
• JSP Process
• Frequent, broad communication
• Wide participation; manageable chunks
• Clear, actionable work
• Follow-through concerns

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• JSP Outcome
• Unified vision and consensus
• Actionable, measurable goals
• Focus on growth

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Overview of Proposed Framework �(con’t. from Session 1)

• Facilitator Team

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Process – Implementation (Phase V)

• Annually, champions and planners assess the performance of both organizations and prepare new annual operating plans. They ensure the annual operating plans support the joint strategic plan.
• Annually, champions and planners inform audiences and stakeholder groups of annual progress against the strategic plan and solicit feedback.
• One year prior to the end of the joint strategic plan period, both organizations prepare to update the strategic plan using a mutually agreed upon framework.

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Impacts of Creating a Joint Strategic Plan

• During
• Increased workload and reprioritization of some tasks for staff, leaders, and volunteers
• Reallocation of resources – time and money
• After Completion
• Increased effectiveness and efficiency of resources
• Increased accountability and responsibility
• Increased awareness of performance against annual operating plans
• Increased definition to priorities and programs, which indirectly helps with fundraising, recruiting new members, and establishing new chapters or recolonizing chapters
• Increased workload for staff, leaders and volunteers in managing, monitoring, communicating, and educating

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Process – Preparatory (Phase I)

• Things to consider in strategic planning: Vision, Planning, Assessment
• Structuring a strategic plan
• Develop Ground Rules for collaboration
• Develop a Purpose Statement for creating a joint strategic plan
• What do we want to achieve?
• Why are we doing this?
• Develop a Framework to create a joint strategic plan, using this proposed framework as a starting point
• DELIVERABLES:
• Ground Rules
• Purpose Statement
• Framework
• DECISION POINT: Commit to completing the steps in the Framework

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Things to Consider in Strategic Planning

• As you enter this portion of the work, here are a couple of key strategies to remember.�

1. Strategic Planning is cyclical, there are seasons of visioning, planning, and assessment. Good plans build continual assessment into the plan.

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• 2. The actionable portion of your plan should be congruous with the identity you have determined for your organization.�

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Things to Consider in Strategic Planning

3. The actionable portion of your plan should also give thought to the results of your Internal/External analysis, in order to:

• Take advantage of your organization’s strengths
• Eliminate or reduce weaknesses
• Capitalize on opportunities and trends
• Defend against threats to your mission
• Organize the organization’s resources toward you mission
• Prioritize your work�
2. 4. Be brief. The world is filled with great 60-page plans that are never read. A plan should be just specific enough to ensure all leadership knows what is need to accomplish the task and monitor the progress. In the actionable portion of the plan, great prose is not required.

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Be

Brief Brother

Be

Brief

Model of Complex Change Management

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Structuring a Strategic Plan

The identity work of strategic planning around the formation of Mission and Core Values must be completed before moving into the Action Planning portion of a strategic plan. You simply can’t plan, “how to get there” if you don’t know, “where are you going?”

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• Mission – In one sentence, what your organization does.

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• Vision – In one sentence, what your organization aspires to become.

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• Core Values - The core values of our organization are the boundaries in which we must exist. These are the beliefs we hold most dear. The absolute truths for our organization.

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Quo Vadis

Structuring a Strategic Plan con’t.

Your organization’s mission…

• Is more than a statement.  In fact, stop calling it a statement. 
• Should not describe the organization, rather it defines the results the organization seeks to achieve.
• Is what we are going to do in the world.  It should live in every breath of every member of your organization! 

To be successful, here are 6 keys to a great mission: 

• Mission is what you are going to do in the world.
• Your mission should be short.  A single sentence is usually sufficient.
• It should be easily understood. No jargon!
• Yes, it should be able to be recited by memory.  But more importantly, those who work and support your mission should be able to own it.
• It should inspire. You didn’t get up this morning to be average.
• You should be able to know when it is accomplished.

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Phi Kappa Theta’s Mission

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01-Jun-20

To actively develop men to be effective servant leaders who passionately serve society, Fraternity and God.

Phi Kappa Theta’s Vision� To be the premier human development organization inspiring confidence through life experiences.

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01-Jun-20

Structuring a Strategic Plan con’t.

• Core Values
• Core values, when used in conjunction with mission, allow the governance and staff leadership to confidently move forward. Core values bring clarity to decision making, protect the resources of the organization from being misused, and allow those who share our beliefs to confidently support our organization.
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• If we ever find ourselves operating outside our core values, then we are no longer the same organization.
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• To begin consideration of our core values, or to refine core values that have not been duly clarified, begin with these questions:
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What will we ALWAYS do?

What will we NEVER do?

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• The exercise of defining core values will help our organization move away from implied reality, and open new horizons for the organization.

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Our Purpose �(Pillars, Ideals, Areas of Development, Values)

• Fraternal - Man is incomplete who knows not the consolation of a firm and loyal friendship. A person who successfully identifies himself with a fraternity brotherhood will usually identify successfully with others. Our Fraternity, therefore, strives to provide the opportunity for the learning and practice of brotherhood among those elected to its membership.
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• Societal - God created man as a social creature, thus a well-adjusted social life is essential to our society. People must learn to develop social skills to live in harmony and in peace with one another. This Fraternity strives to meet these goals as well as provide a moderate, well-directed social program for the development of gentlemen in those social graces of good manners, concern for others, unselfishness and an ease in communicating with one another.
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• Intellectual - The pursuit of education means a love of learning, the acquisition of skills for one's future and the search for truth, knowledge and freedom. These can be found formally in our harboring institutions, and informally in Phi Kappa Theta. This Fraternity, as a laboratory of human experiences, strives to complement its members' formal education with opportunities to instill a love of learning and achievement of high scholastic standards.

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Our Purpose (con’t.)�(Pillars, Ideals, Areas of Development, Values)

• Spiritual - Our Fraternity was founded on religious beliefs. These are the foundation of our principles, value system and ideals. Phi Kappa Theta seeks to encourage its members to live by religious convictions. Members are admonished to make the love of God and man the chief and guiding factor in their lives.
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• Leadership - Phi Kappa Theta seeks to provide its members varied personal experiences including learning to live cooperatively; respecting the opinion and rights of everyone; the acceptance of one another's uniqueness; the value of discipline; loyalty to others and to the organization; an understanding of unity that allows individualism while being a part of a group; the acceptance of a fair share of group obligations by assuming individual responsibility; and an understanding of leadership dynamics.

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Our motto: “Give, expecting nothing thereof.”

• Phi Kappa Theta’s motto is derived from Luke 6:35, “But love your enemies, and do good and lend, expecting nothing in return; and your reward will be great.”

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• St. Thomas Aquinas, “Love has nothing to do with what you are expecting to get; it’s what you are expected to give – which is everything.”

Structuring a Strategic Plan con’t.

The next step in our strategic planning work is to form the actionable portion of our plan. The leveling of the plan from the Macro through the Micro will help us to better communicate the plan to stakeholders and better manage the plan internally.

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Key Result Areas*: Key Result Areas or KRAs are the overarching thematic focuses for our work throughout the duration of the plan.

• Because focus and the orientation of assets is key to the success of a plan, our plan should be limited to 3-5 KRAs. The Big Hairy Audacious Goals (BHAGs) of our plan typically sit at the KRA level.
• Additionally, Key Result Areas are often used as you share you plan with constituents. Therefore, they should be defined enough to be clear, but brief enough to be used without notes.

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Structuring a Strategic Plan con’t.

Goals: Under each KRA will lie 2+ Goals. Goals are the major accomplishments necessary to make progress toward the accomplishment of the KRA. Their timelines are usually 2+ years.

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Objectives: Under each goal may lie any number of objectives. Their timelines are usually 1-2 years. Objectives are the action steps required to accomplish the goal. Objectives should be SMART (Specific, Measurable, Achievable, Relevant, and Time-bound). Each objective should include not only what needs to be accomplished, but also:

• By Whom
• By When
• Cost/Cost Center and Funding source(s)
• A defined measurement of success or metric

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Structuring a Strategic Plan con’t.

Metrics: Every objective must have at least one defined measure of success. Metrics are often quantitative and transactional or activity-based. Metrics can be qualitative or how well the organization is doing something (e.g., customer service). The organization must have tools and processes in place to gather data for metrics and report them consistently. The best metrics are SMART and performance-based.

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A Key Performance Indicator (KPI) is a single metric that is commonly used to report progress against an objective or even a goal, often in a dashboard. It is always SMART and performance-based.�

Impact(s): Though not mandatory, it’s often helpful to note the desired impact(s) of each KRA. Impact statements are narrative descriptions of what is expected if the KRA is achieved.

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Summary of Proposed Framework

• Discovery Phase
• Current Strategic and Annual Operating Plans and Past Performance
• Visioning and BHAGs
• Strengths, Weaknesses, Opportunities, Threats (SWOT)
• Creating the JSP
• Mission, Vision, Values – Revise or Affirm
• KRAs
• Goals
• Objectives
• Metrics
• Impacts of KRAs
• Stakeholder Feedback (interim, final, or both)

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Wrap Up on Proposed Framework

• Additional Q&A, discussion
• Next Steps
• Survey on feedback about the proposed framework

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Committee Reports

• Communications
• Doug Dilling
• Recruiting
• Manny Gonzalez and Dan Ahern

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Homework Before Next Session

Facilitator Team

• Committee Meetings – We would like the committee chairs to convene at least one committee meeting before the next session.
• The following surveys will be sent to all participants before the next session. Please respond as soon as you receive them.
• Ground Rules
• Purpose Statement
• Framework Feedback
• Volunteers to serve on Deliverable Teams to summarize the results of surveys for Ground Rules, Purpose Statement, and Framework Feedback. Each team should have a lead and 3-4 members.

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Upcoming Events

• Co-Champions
• Wednesday 4 October Time 8:00 pm EDT – FRT Board
• Tuesday 21 November 5:00 pm EST – Planning Session 3
• Saturday 16 December 12:00 pm EST – FND Board
• TBD January 2024 – Planning Committee Session 4

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Planning Committee Schedule

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Questions and Comments

• Co-Champions

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Wrap Up

Co-Champions

• Reactions around the screen – “One Word” in the Chat Window
• Other announcements, verbal comments
• Next Steps

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