I. Collegiate Chapter Growth and Retention
II. Education and Training
III. Infrastructure
IV. Financial Stability and Capability
V. Lifetime Involvement
VI. Marketing and Communications
I think we can all agree that these areas are still
important. The goals that the Grand Council members set for ourselves to
accomplish during this biennium fit into these categories as well. The first
goal was Volunteer Training. We piloted a chapter advisor track at the
Northeast Officer Leadership Training (OLT) in January 2017 and will offer this
training at each regional OLT in 2018. We have updated the volunteer form to
include the StrengthsFinder information and are working on updating volunteer
job descriptions to include not just the general duties of the position but the
amount of time required on a weekly or monthly basis, as well as an expected
length of time commitment for the position. We would like to then develop a
clear process for review and placement as well as annual 360-degree evaluation.
We are developing training webinars for volunteers, beginning with general
topics and progressing to more position specific information. These items
address goals from that 2007 plan in several areas. Although we focused on what
we could accomplish this biennium, the work we are doing still fits into this
20-year-plan.
We have looked at various methods to improve
collaboration/communication between our growing staff and Grand Council. We
will all be learning to use a new communication and scheduling tool called
Igloo over the summer. We chose this platform after consulting with the other
NPC groups, as this was the one they were most satisfied with. In order for governance to function properly,
there needs to be constant communication between the strategic planning and the
executing. The staff needs to be aware of the strategic vision of Grand Council
and Grand Council needs to be aware of the day-to-day work that is happening to
make that strategic vision a reality.
The Grand Council is examining many of the programs
and processes we have in place to determine what services we can provide to our
members using volunteers and staff we already have, and what we would like to
provide by contracting to an outside company who can specialize in that area. Of
course, a large part of this is budgeting. We are examining all of our expenses
and have made great improvements in our ability to accurately forecast what we
will spend over the course of a year. As we are looking in detail at where
money is being spent we have been able to implement several cost saving
measures and use our money more wisely. I see a lot of parallels in what I
learned owning a franchise for five years and being National President. Theta
Phi Alpha is a business, and we have to think of it in that way in order to be
successful.
National Office space is also a large topic of
consideration. This goes back further than the 2007 strategic plan, although in
this plan under infrastructure a sub-point was “implement a plan to provide
sufficient office space for operations and growth.” One of the things Shane
McGoey, Executive Director, has done is to negotiate with the landlord and
other tenants in the building to secure more space for us, as well as to more
efficiently use the space we have. However, if you have ever visited our
National Office, you know it is not the most conducive arrangement. We have
looked for other suitable office space in the area for many years, and have not
come up with many options. One issue is that we would pay considerably more
rent anywhere else we go, but this is a reality that we need to prepare for. We
have considered a capital campaign to purchase or lease long-term, rather than
rent property, but there are costs associated with owning commercial real
estate that may offset the benefits. We have talked about this issue for over
20 years and have come to the point that we really need to develop a plan with
a clear timeline to address this need.
In the end, Nothing
great is ever achieved without much enduring. Theta Phi Alpha has endured
for 105 years. We have persevered and survived when many thought we wouldn’t or
couldn’t. We have grown despite challenges and setbacks. We are living in an
exciting time for Theta Phi Alpha, the possibilities are endless, and we are in
a position to take advantage of them. The Grand Council’s role in Theta Phi
Alpha has not changed. Grand Council has always set the direction of the Fraternity,
and we are now in a position to have professional staff to support and help
develop our volunteers who work with our members. Governance is a process – it
doesn’t happen overnight. Many other NPC groups have been transitioning to this
for anywhere from seven to 13 years. We will continue to develop our staff
model, continually evaluate our volunteer structure, and improve our volunteer
training to truly develop our volunteers’ leadership skills. We want to ensure
qualified candidates for higher level positions, including Grand Council, in
the future. Without you, our members, who have given their time, talents, and
treasure to Theta Phi Alpha over the years, we would have long ago ceased to
exist. The transition to governance is a positive development for our future as
an organization.
The commitment of our volunteers has always been the
backbone of Theta Phi Alpha, and will continue to be. Please consider filling
out the National Officer Interest form on the member portal and being a part of our continued
success!