Strategic Planning Committee

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Strategic Planning Committee

• Conclave Presentation
• July 31, 2007
• Charlotte, North Carolina

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Agenda

• Introductions Committee Participants
• Process Review
• Results
• Future Work
• Committee Assignments
• Continued Review of Plan
• QA

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Introductions
Leadership Team Hon. Paul Griffin International
President Hon. Dudley Flood Consultant Hon. Jesse
Williams Chair Blue Ribbon Commission Hon. Theo
Woodard

• 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.)

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Strategic Planning - Process Review
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• Mission Statement
• To become the leading proactive community service
  organization focusing on issues and strategies
  that positively impact young males and our
  communities.

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Strategic Planning CommitteeValues

• 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.

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Strategic Planning CommitteeVision

• 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.

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Strategic Planning CommitteeVision

• 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".

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Strategic Hierarchy
Headquarters
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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

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Headquarters Building

• Center of Operations
• Recommendation
• Conduct a feasibility study to determine if our
  current headquarters facility will satisfy
  Sigmas 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.

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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

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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

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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 Sigmas Charitable
  Foundation.

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Community Initiatives

• Recommendation
• Consolidate all of Phi Beta Sigmas community
  initiatives under a signature program entitled
  Sigma Wellness.
• Objectives of this Signature Program are to
• Support Sigmas 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.

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Community InitiativesSigma Wellness

• Financial Wellness
• Organizational Wellness
• Increase the Fraternitys 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

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Community InitiativesSigma Wellness

• Health and Wellness
• March of Dimes and Phi Beta Sigma- Together
  Preventing Premature Births and Building Strong
  Fathers Chapters to raise funds for MODs
  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

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Community InitiativesSigma 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 Chapters Sigma Beta
  Club.
• Mental/Spiritual Wellness
• TBD

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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

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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.

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Branding and Marketing
Overview

• 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 nameSigma Wellness along with
  the logo
• Develop a Marketing Plan
• Initiate uniform apparel for various occasion
  (e.g. Public and formal)
• Recruit Brand Champions

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Technology

• Technology facilitates and effectuates all
  aspects
• of the Fraternitys 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.

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Technology

• 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.

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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.

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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.

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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.

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Questions and Discussion
FBS