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Strategic Planning1 Strategic Planning Committee Conclave Presentation July 31, 2007 Charlotte, North Carolina Conclave Presentation July 31, 2007 Charlotte,

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Presentation on theme: "Strategic Planning1 Strategic Planning Committee Conclave Presentation July 31, 2007 Charlotte, North Carolina Conclave Presentation July 31, 2007 Charlotte,"— Presentation transcript:

1 Strategic Planning1 Strategic Planning Committee Conclave Presentation July 31, 2007 Charlotte, North Carolina Conclave Presentation July 31, 2007 Charlotte, North Carolina

2 Strategic Planning Agenda Introductions – Committee Participants Process Review Results Future Work Committee Assignments Continued Review of Plan Q&A

3 Strategic Planning Introductions Committee Participants Theo Woodard (Chairman) Micheal Cristal (SW Region) Hon. Lynard Carter(GC Region) Jimmy Hammock (SE Region) Hon. Ron Carter (We Region) John White (GL Region) Richard Duncan (So Region) Brandon Wallace (Ea Region) Donald Jemison (Exec. Dir.) Leadership Team Hon. Paul Griffin International President Hon. Dudley Flood Consultant Hon. Jesse Williams Chair Blue Ribbon Commission Hon. Theo Woodard

4 Strategic Planning Strategic Planning - Process Review Leadership Meeting to Refine Mission/Vision August 2006 Blue Ribbon Commission MeetingSeptember 2006 Strategic Planning Committee Meetings began September 2006 Face to Face Meeting to Review SWOT Analysis & Complete Analysis December 2006 General Board MeetingFebruary 2007

5 Strategic Planning5 Mission Statement To become the leading proactive community service organization focusing on issues and strategies that positively impact young males and our communities.

6 Strategic Planning6 Strategic Planning Committee Values We will: Exhibit integrity and ethical behavior in all matters. Value our constitutional bond with Zeta Phi Beta Sorority, Inc. Value our relationships with fellow Greek-letter and community service partners. Maintain a strong commitment to Brotherhood, Scholarship and Service. Create an environment that respects the dignity and worth of each member.

7 Strategic Planning7 Strategic Planning Committee Vision To achieve Sigma's mission, the Fraternity will: Strengthen and proactively serve the Brotherhood as a supportive resource that positively impacts the personal development of members as well as the Fraternity's growth and financial solvency.

8 Strategic Planning8 Strategic Planning Committee Vision To achieve Sigma's mission, the Fraternity will: Ensure that Fraternity programs are focused and committed to serving our communities and serving young males through mentoring and scholarships. Select leaders who are committed and have demonstrated the ability to "lead".

9 Strategic Planning Strategic Hierarchy Leadership Development Members / Board of Directors Community Initiatives Fund Allocation Fund Development Operating PoliciesBranding Marketing Technology Headquarters

10 Strategic Planning Headquarters Building Center of Operations Place where all official and intellectual properties reside Repository for historical documents Focal Point for membership services Official facility for the Sigma Exchange

11 Strategic Planning Headquarters Building Center of Operations Recommendation Conduct a feasibility study to determine if our current headquarters facility will satisfy Sigma’s needs. This study should be conducted by a “non-interested third party” and the scope of the study should include buying vs. leasing in addition to the feasibility of relocating Headquarters to another city.

12 Strategic Planning Headquarters Staff Center of Operations Employees should be hired based on their ability to support the vision and mission of the fraternity. Employees working at Headquarters should be Trained Professionals with the following skills: Customer Relation Skills Communication Skills (Verbal and Written) Self Motivated Process Improvement Skills

13 Strategic Planning Headquarters - Other Center of Operations Communication Technology Headquarter technology needs will be addressed within the Technology category Policies and Procedures Headquarter Needs will be addressed within the Operating Policies and Procedure Section Category

14 Strategic Planning Fund Development In order for Sigma to make a “Noticeable Difference” in achieving its goals, raising funds is imperative. The following sources should be utilized to raise funds: Grants Corporate Partnership Wealthy Brothers Endowments Recommendation External Fund Development should be facilitated through utilization of Sigma’s Charitable Foundation.

15 Strategic Planning Recommendation Consolidate all of Phi Beta Sigma’s community initiatives under a signature program entitled “Sigma Wellness”. Objectives of this Signature Program are to: Support Sigma’s vision of ensuring programs are focused on and committed to serving our communities and serving young males through mentoring and scholarships. Ensure symmetry among all of our organizational and community initiatives To develop a sense of pride and commitment in the community toward healthy living. And, to reduce the incidence of health conditions that adversely affect Men of Color. Community Initiatives

16 Strategic Planning Community Initiatives Sigma Wellness Financial Wellness Organizational Wellness Increase the Fraternity’s Endowment (Life Member Fund) Provide Financial Training to Chapters National & Regions to have Accounts at the PBS Credit Union Personal Wellness – Financial Literacy Sponsor the following workshops at Regional Conferences: Home Ownership Credit Management Investment Retirement Planning

17 Strategic Planning Community Initiatives Sigma Wellness Health and Wellness March of Dimes and Phi Beta Sigma- Together Preventing Premature Births and Building Strong Fathers – Chapters to raise funds for MOD’s “WalkAmerica” Sigma Stepping To Save Babies Initiative Prematurity Campaign - Chapters to promote the Prematurity Campaign by conducting awareness seminars. SATAPP – Chapters to provide training on Preventing teenage Pregnancy and Building Strong Fathers American Cancer Society and Phi Beta Sigma – Together Waging War Against Cancer - Chapters to raise funds for the ACS through special events and Relay for Life. Healthy Living - Chapters to provide community training on Healthy Living particulary to those issues that impact men of color. Leadership Leadership Development – Sigma to implement action plan for developing leaders

18 Strategic Planning Community Initiatives Sigma Wellness Youth Wellness Sigma Education Time Scholarship National Programs Foundation to award Scholarships Each Chapter to Award Scholarships or Provide Scholarship Training Sigma Beta Club-Youth Development and Mentor Program – Each chapter should have a Sigma Beta Club or Sponsor another Chapter’s Sigma Beta Club. Mental/Spiritual Wellness TBD

19 Strategic Planning Operating Policies and Procedures Operating Policies and Procedures are needed to enforce uniformity and consistency at every level of Phi Beta Sigma Fraternity, Inc. Policies and Procedures should be reviewed and updated as needed for the following areas: Membership Intake Recruitment Reactivation Retention Financial Chapter Management Risk Management Headquarters Operations

20 Strategic Planning Operating Policies and Procedures Recommendations Establish a committee to review and make recommendations regarding (but not limited to) the above policies and procedures. The President has appointed the Executive Director to Chair this committee. He will be putting together a team with input from the Regional Directors.

21 Strategic Planning Branding and Marketing To effectively market Phi Beta Sigma Fraternity, Inc. internally and externally, Branding is imperative. The following considerations should be utilized in developing this methodology and Action Plan. Branding Considerations: Establish a Marketing Team to: Identify a brand name…Sigma Wellness along with the logo Develop a Marketing Plan Initiate uniform apparel for various occasion (e.g. Public and formal) Recruit Brand Champions Overview

22 Strategic Planning Technology Technology facilitates and effectuates all aspects of the Fraternity’s Operations. It shall serve as a conduit for real time information. It is important that Phi Beta Sigma utilize World Class technology in the following areas: Telecommunication (e.g. Telephones, PDA) Software Website Web casting.

23 Strategic Planning Recommendation The Technology Task Force (already appointed by the International President) should be responsible for evaluating and recommending all technology improvements including but not limited to Telecommunications, Software, Website and Web casting. Technology

24 Strategic Planning Leadership Development Leadership Development (Fraternal, Personal, and Professional) supports the vision to “Select and Develop Leaders who support the vision and mission of Phi Beta Sigma Fraternity, Inc. and have demonstrated the ability to lead”. Develop Leadership Criteria for Effective Leaders Establish the Leadership Academy If focus is placed on leadership training for our chapters then ultimately we will enhance our future leadership on all levels – local, regional and international.

25 Strategic Planning Organizational Structure Recommendation Review the structure of the Organization and make organizational recommendations (as deemed necessary) to ensure that it supports the vision and mission of the Fraternity. This review is to include but not limited to: General Board Makeup, Regional Alignment, Informal State organization, Alumni/Collegiate Relations, etc.

26 Strategic Planning Conclusions Strategic Planning is a “long term” Process Board to Act as “Strategic Thinkers” Progress should be monitored by Board on an “Ongoing Basis” Ability to execute is often more important than the strategy itself.

27 Strategic Planning27 Questions and Discussion 


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