AAB Strategic Planning Handbook

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STRATEGIC PLANNING
A Reference Guide for Developing a
Chapter Specific Strategic Plan
The above is intended to provide the chapter with general information and suggestions for improvement. It is not a directive and is not intended to direct
the chapter in any manner. A chapter is not required to use or implement this information or suggestions. The decision on whether or how to use this
information is solely that of the chapter.
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Foreword
The contents of this handbook are the result of a compilation of information from various chapters and
various brothers affiliated with the Pi Kappa Alpha International Fraternity for the use by any chapter
which is interested in establishing or improving its programming.
It should be understood that each chapter is self-governing and solely responsible for its day-to-day,
week-to-week and month-to-month operation and nothing herein is intended as or should be deemed as
supervision, direction, monitoring, oversight or as an effort to control the local chapter by the Pi Kappa
Alpha International Fraternity, which is a fraternal affiliation of over 200 chapters, over 10,000 active
undergraduate members and over 200,000 alumni and several nonprofit corporations, including, but not
limited to Pi Kappa Alpha Corporation, a Tennessee nonprofit corporation which serves as a
clearinghouse and an administrator for purposes of organizing meetings and conventions, publishing
fraternal publications and performing other functions for the entire International Fraternity.
This handbook is an educational guideline only which contains suggestions and recommendations
developed by various chapters which were able to develop successful programs. It is published and
available to any chapter through the clearinghouse in Memphis as a form of brotherly advice for whatever
use one wants to make of it.
All ideas herein are optional and nothing is mandatory. Participation is by the voluntary choice of each
chapter and each member with the understanding that one generally gets out of something what one is
willing to put into it. Thus, any language contained herein which could possibly be construed as
mandatory such as do this or do that is only in the form of a recommendation that if one wishes to
get the most benefit out of using the suggestions in the handbook, then the suggestions can be utilized
with the understanding that any handbook is, at most, a guide and that the users should substitute their
own experience and judgment to use, adapt or modify the suggestions and recommendations contained
herein. In other words, the handbook is a guide from which the users can use to establish, improve or
build their own programs, using their own knowledge, common sense, ideas and experience and to assist
the users from time to time as a reference for ideas and suggestions. In turn, each chapter is encouraged
to share good ideas with other chapters by advising the administrative clearinghouse for possible
inclusion in future publications.
Strategic Planning
Contents
Program Overview............................................................................................................................... 3
The Chapter Retreat: Strategic Planning and Goal Setting..................................................3
Step 1: The Chapter Assessment.................................................................................................... 4
The SWOT Analysis........................................................................................................................ 4
Steps 2: Define the Organizations Values and Set its Mission and Vision...................5
Step 3: Goal Setting Breakout........................................................................................................ 6
Using the GROW Model to Develop Goals..............................................................................8
Step 4: The Pi Kappa Alpha Strategic Plan:.............................................................................25
STRATEGIC PLANNING
The Pi Kappa Alpha International Fraternity
Memorial Headquarters
8347 West Range Cove
Memphis, TN 38125
(901) 748-1868
Revised October 2016
The above is intended to provide the chapter and volunteers with general information and suggestions for improvement. It is not a directive and is not
intended to direct the chapter or volunteer in any manner. A chapter or volunteer is not required to use or implement this information or suggestions.
The decision on whether or how to use this information is solely that of the chapter or volunteer.
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Program Overview
Strategic Planning is an organization's process of defining its strategy, or direction, and making
decisions on allocating its resources to pursue that strategy, including its capital and people.
Various business analysis techniques can be used in strategic planning, including a SWOT
analysis.
In many organizations, strategic planning is viewed as a process for determining where an
organization is going over the next year or more - typically 3 to 5 years, although some extend
their vision out to 20 years.
In order to determine where it is going, the organization needs to know exactly where it stands,
then determines where it wants to go and how it will get there. The resulting document is called
the "strategic plan".
Strategic planning saves time, every minute spent in planning saves ten minutes in execution.
The Chapter Retreat: Strategic Planning and Goal

Setting
Goal: To improve brotherhood and set goals for the chapter/officers/etc
Timing: Beginning of semester / after elections / JUST HAVE ONE!
Facilitator: Member(s) of the Alumni Advisory Board, Fraternity Staff, Faculty Advisor
Location: Off-site is preferred
Tone: Do not require attendance; encourage it (its their opportunity to express a voice).
Make it fun, but also make sure it serves a greater purpose.
Agenda: 3:30 plus activity.
Opening 10 minutes
Ice Breaker 15 minutes
Step 1: The Chapter Assessment- 30 minutes
Step 2: Vision, Mission, and True PIKE Review- 30 Minutes
Step 3: Goal Setting Breakout- 45 Minutes
Step 4: Strategic Plan- 60 Minutes
Comments/Questions/Reflection
Closing
Strategic Planning
Step 1: The Chapter Assessment

The SWOT Analysis
SWOT stands for: Strengths, Weaknesses, Opportunities, and Threats. Each area forms a box on
a grid and you fill in each section to help formulate your assessment strategy. Strengths and
Weaknesses focus internally on what the organization can do. Threats and Opportunities are
external factors.
Many organizations may find it easy to look inward and see Strengths and Weaknesses, but fail
to look outside at the external Opportunities and Threats. This is where the SWOT analysis is
helpful. It challenges the organization to see beyond its inner self to determine what
opportunities are there and how the use these on the strengths. Ideally you will use chapter
strengths and outside opportunities to leverage weaknesses and threats.
Strengths
Opportunities
Weaknesses
|
|
|
______________________________|
______________________________|
|
|
|
Threats
What Strengths can you leverage to take advantage of external opportunities and quash any threats?
1.
_______________________________________________________
2. _______________________________________________________
3. _______________________________________________________
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Steps 2: Define the Organizations Values and Set

its Mission and Vision
Values: Main values projected by the organization, reflecting the organization's culture
and priorities. (The True Pike)
Mission: Defines what the organization seeks to provide. A good mission statement
describes purpose, why the organization exists.
Vision: Defines where the organization wants to be in the future. It reflects the
optimistic view of the organization's future.
One of the Seven Habits of Highly Effective People is to begin with the end in mind.
Our job as leaders is to articulate a clear and compelling vision to our members that will
empower them to volunteer their best efforts.
Vision: What your teams purpose looks like when achieved with excellence.
The Purpose of the ____________________ Chapter is to:
_______________________________________________________
_______________________________________________________
_______________________________________________________
When we deliver our purpose effectively we will see the following outcomes:
1. _____________________________________________________
2. _____________________________________________________
3. _____________________________________________________
My vision for our chapter is (combine purpose & outcomes):
Step 3: Goal Setting Breakout

The development of goals is the third step in effective strategic planning.
Strategic Planning
Goals should be smart:

S- Specific
M- Measurable
A- Attainable
R- Realistic
T- Timely
As an example, you could say I want to:
"Get in shape." -- or --, "Join a health club and workout 3 days a week."
-
Set goals with corresponding objectives designed to achieve that goal.
We want to be better at Public Relations

-- or -We will have an improved public relations program by April of this year through
implementation of the following steps:
-
Establish a documented public relations program by February.

Write thank you notes to all faculty / sororities following events.
Make sure all promotional materials are consistent with our values.
Sponsor a campus police department breakfast by March 15th.
GROW Model for Chapter Success
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In Step 3: Goal Setting Breakout, each chairman/committee is encouraged to meet

individually during the retreat in order to set goals for the semester. As illustrated
above, the GROW Model is a good way to set S.M.A.R.T. goals.
Goal- What is our end goal? Where do we want to be?
Reality- Where are we now? How far are we from our end goal?
Options- What are the possible options for reaching our objective?
Way Forward- After analyzing our options, what are the action steps that will take us to
our final goal?
Examples using the GROW Model for each area of chapter operations are listed below.
After the breakout session, all attendees are encouraged to share the goals that they
established. These goals will be documented on the Chapter Goal Setting Worksheet as
part of the chapters strategic plan.
Using the GROW Model to Develop Goals
The following goals are broken up into the four areas that are rated by the Consultant Visitation
Analysis. They cover all areas of chapter programming.
Strategic Planning
RECRUITMENT
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
Evaluate Omega Omegas recruitment program to ensure future membership growth:
Goal
o
Achieve 5% growth in new members and initiations which will increase our overall
operating budget to allow for a larger operating capacity.
Realities
o Omega Omega is currently smallest in size and lacks an organized recruitment program.
Options
o Continue to be satisfied with the status quo.
o Decide to motivate chapter to be more involved in recruitment.
o Learn the proper techniques of recruiting and how to implement them.
Way forward
o Work with Recruitment Advisor to host a chapter recruitment workshop to teach entire
membership proper techniques by Month, Day.
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o
o
Set benchmarks for each member in terms of names generated and potential rushee
attendance at events by Month, Day.
Document all items from year to create a plan for success for future years by Month, Day.
For further resources please refer to www.pikes.org and click on the Chapter Resources tab.
NEW MEMBER EDUCATION

Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
Evaluate Omega Omegas new member program to ensure successful membership education
Goal
o
Have all new members initiated within 8 weeks to ensure that the chapter retention rate of
initiates is above 90%.
Realities
o Omega Omega initiated 10 of 16 men last fall and 4 of 7 last spring.
Options
o Continue with current new member education process.
o Decide to change memberships mentality.
o Develop a more structured process that is less strenuous on academics and time.
Strategic Planning
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Way forward
o Develop a written new member education process of 8 weeks or less by Month, Day.
o Distribute and follow a calendar of events including new member officer elections,
retreats, personal and professional development, and big brother/mentor program by
Month, Day.
o Document all items from new member education process for consistent programming by
Month, Day.
For further resources please refer to www.pikes.org and click on the Chapter Resources tab
CONTINUING EDUCATION
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
Evaluate Omega Omegas continuing education program for membership development
Goal
o
Develop a continuing education program by August 15.
Realities
o Omega Omega does not currently have a continuing education program or chairman.
Options
o Continue to have no continuing education or further develop our men.
o Convince the membership that continuing education will benefit each of them personally.
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Learn ways in which other chapters utilize continuing education and explore
opportunities the chapter would be receptive to.
Way forward
o Appoint a continuing education chairman and develop a written program by Month, Day.
o Develop master calendar to schedule speakers and events focused on personal and
professional development by Month, Day.
o Document all events and speakers by completing event summaries following each session
and include in a comprehensive brotherhood manual by Month, Day.
For further resources please refer to www.pikes.org and click on the Chapter Resources tab
ALUMNI RELATIONS
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
Evaluate Omega Omegas alumni relations program to ensure consistent alumni support
Goal
o Partner with alumni association to host three alumni events throughout the academic year.
Realities
o Omega Omega currently hosts an alumni tailgate during homecoming.
Options
Strategic Planning
o
o
o
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Continue to host the homecoming tailgate and keep getting the same alumni every year to
attend.
Explain the significance of alumni support to the chapter.
Work with the Alumni Advisory Board and Alumni Association to brainstorm ideas of
other events for alumni to attend.
Way forward
o Work with alumni association & MHQ and update the chapters alumni database by
Month, Day.
o Host a founders day banquet and alumni golf tournament as well as the homecoming
event by Month, Day.
o Develop a written alumni relations program by Month, Day.
FINANCES
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
Evaluate Omega Omegas finances to ensure the chapter can budget successfully for the year
Goal
o
Collect 95% of accounts receivable annually.
Realities
o Omega Omega currently has a 78% collection rate.
Options
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o
o
o
Continue to collect of accounts receivable.

Decide to implement financial policies and punishments for those behind on dues.
Establish a functioning finance committee and utilize the resources at Omega Financial
and the chapters finance advisor.
Way forward
o Develop a comprehensive membership agreement to be signed by all members by Month,
Day.
o Develop a Standard Budget for the 20xx-20xx academic year and ensure all fees are paid
on time by Month, Day.
o Utilize the finance committee to assist with collections and the judicial board to hold
members accountable for not paying dues on time by Month, Day.
HOUSING
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
Evaluate Omega Omegas housing program to ensure all Housing Standards are followed
Goal
o Complete all Operations & Conditions Standards by September 1.
Realities
o Omega Omega does not complete all Standards at the chapter facility.
Strategic Planning
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Options
o Continue with the current maintenance program.
o Motivate the chapter to maintain a cleaner and more efficient facility.
o Learn the Standards and implement changes to complete all.
Way forward
o Register and complete International Work Day by Month, Day.
o Create a housing program with specific tasks for members to complete all Conditions
Standard (appearance of inside and outside of building including yard and vegetation) by
Month, Day.
o Partner with House Corporation to host an Omega Omega House Corporation meeting to
develop a plan which outlines steps towards completing all Operations Standards (leases,
damage deposits, parlor fees, etc.) by Month, Day.
RISK AWARENESS
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
Evaluate Omega Omegas risk awareness program to revise ways to reduce liability on the chapter
Goal
o
Complete all steps necessary to reduce liability on the chapter by August 15.
Realities
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Omega Omega does not have a written risk management program or detailed crisis
management plan.
Options
o Continue to operate with high risk.
o Educate the chapter on ways to reduce liability, Fraternity Standards, and standard
procedures for crisis situations.
o Develop a detailed risk management program including a written risk management plan
and crisis management plan.
Way forward
o Appoint a risk awareness chairman along with a committee and develop a specific plan
by Month, Day.
o Utilize the risk awareness committee to assess social events before and after to include
closed guest lists, security, event monitors, etc. by Month, Day.
o Host speakers on risk education with assistance of the risk awareness advisor by Month,
Day.
MANAGEMENT
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
Evaluate Omega Omegas management to ensure the highest level of chapter leadership
Strategic Planning
Goal
o
16
Develop a strategic plan with documented goals by August 15.
Realities
o Omega Omegas leadership currently has no documented goals or master calendar.
Options
o Continue to be satisfied with inconsistent leadership.
o Decide to motivate chapter to set and achieve strategic goals.
o Learn the best leadership practices and how to utilize a functioning committee system.
Way forward
o Host a chapter goal setting retreat (before the fall semester begins) by Month, Day.
o Implement a functioning committee system with committee chairman in place and
chapter specific handbooks by Month, Day.
o Host weekly executive council and committee meetings, and review goals and calendar
INTERNATIONAL FRATERNITY
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
Evaluate Omega Omegas International Fraternity participation to ensure available resources are utilized
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Goal
o
Send 20 men to PIKE University events throughout the 20xx-20xx academic year.
Realities
o Omega Omega currently sends only five men to PIKE University events.
Options
o Continue to only send a few men to PIKE University.
o Promote the many benefits of attending PIKE University events.
o Learn the ins and outs of OmegaFi, MyPIKE, and pikes.org.
Way forward
o Set expectations for amount of men sent to PIKE University events throughout the year
by Month, Day.
o Submit quality notes to the Shield & Diamond before each deadline.
o Ensure all initiation, officer, and graduation reports are submitted on time.
ATHLETICS
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
Evaluate Omega Omegas athletic program to ensure the competitive spirit is fostered through sports
Strategic Planning
Goal
o
18
Win the overall intramural championship.
Realities
o Omega Omega is currently 5 of 7 in inter-fraternity intramural sports.
Options
o Continue to be satisfied with not competing.
o Decide to motivate chapter to compete at a higher level in intramurals.
o Learn ways to recruit athletes for intramural sports and recruit varsity athletes.
Way forward
o Field at least one team for every intramural sport.
o Make chapter intramural sports jerseys and recognize outstanding athletic achievement
by presenting awards to members who excel on the field by Month, Day.
o Establish relationships with varsity coaches by supporting teams and actively recruit
athletes by Month, Day.
RITUAL
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
Evaluate Omega Omegas ritual program to ensure proper ritual is practiced
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Goal
o
Properly utilize ritual in all ceremonies during the 20xx-20xx academic year.
Realities
o Omega Omega currently utilizes Ritual only for Part 1 of initiation.
Options
o Continue utilizing the Ritual for initiation only.
o Decide to motivate chapter on the importance of the Ritual.
o Learn the Ritual and educate the chapter on proper Ritual practices.
Way forward
o Host a ritual workshop to educate the membership and review important areas of Ritual
by Month, Day.
o Utilize Ritual properly for initiation, opening/closing of meetings, alumni, pinning,
graduation, and officer ceremonies.
o Replace all outdated Ritual books, regalia, and other Ritual materials by Month, Day.
ACCOUNTABILITY
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
Strategic Planning
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Evaluate Omega Omegas judicial program to ensure membership is being held accountable
Goal
o
Establish a functioning judicial board and judicial process by August 15.
Realities
o Omega Omega currently does not have a judicial board or written judicial process.
Options
o Continue to not hold the chapter and each other accountable to the obligations of a
member.
o Explain the importance of being held accountable to chapter bylaws.
o Learn the chapter bylaws and a judicial process.
Way forward
o Develop a written judicial policy and due process for finances, academics, and finances
by Month, Day.
o Establish a functioning judicial board representing a cross section of the chapter
membership to enforce any violations by Month, Day.
o Review and update chapter bylaws and present to the chapter by Month, Day.
SCHOLARSHIP
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Example:
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Evaluate Omega Omegas scholarship program to ensure high level of academic success
Goal
o
Achieve a 3.0 GPA in the fall 20xx semester and be above the all-IFC average.
Realities
o Omega Omega is currently 6 of 7 in grades.
Options
o Continue to be below average in academics.
o Decide to motivate chapter to be more committed to academics.
o Utilize campus and International Fraternity resources to develop a scholarship program.
Way forward
o Enforce higher academic requirements to joining and enforce academic policies
o Set benchmarks for each member in terms of GPA requirement to attend events and hold
positions by Month, Day.
o Develop a written scholarship program for chapter membership to follow by Month, Day.
CAMPUS INVOLVEMENT
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Strategic Planning
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Example:
Evaluate Omega Omegas campus involvement program to ensure representation on campus
Goal
o
Have 90% of members involved on campus by October 1
Realities
o Omega Omega currently has 30% of members involved in other student organizations.
Options
o Continue to be satisfied with little representation on campus.
o Decide to motivate chapter to be more involved on campus.
o Provide ways to be involved on campus and explain personal benefits for
club/organization membership.
Way forward
o Appoint a campus involvement chairman to provide specific ways to become more
involved by Month, Day.
o Establish a minimum level of involvement (at least one club) for each member by Month,
Day.
o Sponsor (xx) events on campus open to all students by Month, Day.
COMMUNITY SERVICE
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
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Example:
Evaluate Omega Omegas community service program to ensure service and philanthropy excel
Goal
o
Average 30 hours/per man and $200 raised/per man during the 20xx-20xx academic year.
Realities
o Omega Omega currently raises $50 per man and does not complete community service.
Options
o Continue to be satisfied with the current program.
o Decide to motivate chapter to be more involved in service and philanthropy.
o Evaluate ways to incorporate other student organizations in service and philanthropy.
Way forward
o Host a chapter sponsored service event each semester.
o Host a chapter sponsored philanthropy event each semester.
o Set an expectations of hours served and dollars raised per member and record each
throughout the semester by Month, Day.
PUBLIC RELATIONS
Goals
##:
##:
##:
Realities
##:
##:
##:
Options
##:
##:
##:
Way forward
##:
##:
##:
Strategic Planning
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Example:
Evaluate Omega Omegas public relations program to ensure a positive view of the chapter
Goal
o
Publish a press release to campus and community newspapers for each positive event.
Realities
o Omega Omega currently does not publish press releases or maintain a website.
Options
o Continue to not publicize the great things the chapter does.
o Decide to promote how the chapter benefits the campus and community.
o Learn the proper techniques of public relations.
Way forward
o Appoint a public relations chairman and develop a written public relations program by
Month, Day.
o Develop and maintain an up to date professional website by Month, Day.
o Recognize sororities on founders day.
o Ensure thank you notes and sent to individuals and groups for participation in any chapter
events.
o Host a parents weekend by Month, Day.
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Step 4: The Pi Kappa Alpha Strategic Plan:

Presentation of chapter goals and objectives for the areas of:
Membership
Recruitment
New Member Education
Continuing Education
Alumni Relations
Operations
Finances
Housing
Health & Safety
Management
Brotherhood
International Fraternity
Athletics
Ritual
Accountability
Leadership
Scholarship
Campus Involvement
Community Service
Public Relations
Define high-level focus areas for the semester:

*High-level focus areas are applicable to all areas of chapter operations- example: accountability,
engagement, organization. What are your three overarching priorities for the semester?
-##
-##
-##
Strategic Planning
26
Chapter Goal-Setting Worksheet

The Chapter Goal-Setting worksheet is the final list of goals in the chapters strategic plan for the
semester. The chapter is encouraged to set several goals for each area of chapter operations listed below.
The goals should be visible to the entire chapter, as they reflect the strategic plan of the chapter as a whole
and it is the responsibility of each officer/chairman to oversee completion.
Membership
Recruitment:
- ##
- ##
- ##
New Member Education:
- ##
- ##
- ##
Continuing Education:
- ##
- ##
- ##
Alumni Relations:
- ##
- ##
- ##
Operations
Finances:
- ##
- ##
- ##
Housing:
- ##
- ##
- ##
Health & Safety:
-##
-##
-##
Management:
-##
-##
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-##
Brotherhood
International Fraternity:
-##
-##
-##
Athletics:
-##
-##
-##
Ritual:
-##
-##
-##
Accountability:
-##
-##
-##
Leadership
Scholarship:
-##
-##
-##
Campus Involvement:
-##
-##
-##
Community Service:
-##
-##
-##
Public Relations:
-##
-##
Strategic Planning
28
-##

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The Chapter Retreat: Strategic Planning and Goal

Step 1: The Chapter Assessment

Steps 2: Define the Organizations Values and Set

My vision for our chapter is (combine purpose & outcomes):

Step 3: Goal Setting Breakout

Goals should be smart:

Set goals with corresponding objectives designed to achieve that goal.

We want to be better at Public Relations

Establish a documented public relations program by February.

GROW Model for Chapter Success

In Step 3: Goal Setting Breakout, each chairman/committee is encouraged to meet

NEW MEMBER EDUCATION

Develop a continuing education program by August 15.

Collect 95% of accounts receivable annually.

Continue to collect of accounts receivable.

Develop a strategic plan with documented goals by August 15.

Win the overall intramural championship.

Establish a functioning judicial board and judicial process by August 15.

Have 90% of members involved on campus by October 1

Step 4: The Pi Kappa Alpha Strategic Plan:

Define high-level focus areas for the semester:

Chapter Goal-Setting Worksheet

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