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As The S A P Rises

Discover the significance of Strategic Action Planning (SAP) for The Delta Kappa Gamma Society International. Create intentional plans to achieve your goals, enhance membership, leadership, and organizational effectiveness.

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As The S A P Rises

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  1. As The S A P Rises Strategic Action PlanningFor Chapters

  2. Developed and Presented byDr. Beverly HelmsP.O. Box 728Bonifay, FL 32425bevhelms@embarqmail.comContact me for assistance. An electronic version can be made available on your website.

  3. STRATEGIC ACTION PLANNINGThe Delta Kappa Gamma Society International Planning is bringing the future into the present so that you can do something about it now. Alan Lakein

  4. AS THE SAP RISES Sap is sometimes called the blood of a tree because it circulates inside, carrying nutrients and water throughout the tree. A tree would die if sap didn’t circulate inside it. Tree sap also has a great deal of potential for future uses. Strategic Action Planning (SAP) is critical to the life of The Delta Kappa Gamma Society International.

  5. As the gardener, by severe pruning, forces the sap of the tree into one or two vigorous limbs, so should you stop off your miscellaneous activity and concentrate your force on one or a few points. Ralph Waldo Emerson

  6. Our consciousness rarely registers the beginning of a growth within us any more than without us; there have been many circulation of the sap before we detect the smallest sign of the bud. Thomas Hardy

  7. WHY PLAN? To Keep The End in Sight. To Live/Move Intentionally. To Act With Purpose. To be Proactive, Not Reactive. To Design Your Future

  8. What is the Process for Planning? Developing A Plan is laying out the sequence of events/activities that have to occur for you to achieve your goal(s). OR Laying out a path to help you get from where you are to where you want to be.

  9. Example: (where we are) We have 25% of our members in attendance. (where we want to be) We want 60% of our members in attendance. So what can we do to help us get to where we want to be? What path could we follow to help us get there? Recognize/Reward/Honor members at meetings? Involve all members in a project? Assign each member a responsibility? Assign seasoned members to mentor others? Develop an accountability model for chapter? (phone, email, visit, write)

  10. It’s Your Chapter’s Future You can’t leave it to chance.

  11. What Can Chapters Do? 1. Look at International Strategic Action Plan. 2. Review the State Strategic Action Plan 3. Decide what is most important. 4. Put First Things First. Can’t Do Everything. A good plan today is better than a perfect plan tomorrow. George S. Patton

  12. Sample State Areas of Focus (9) Membership Leadership Development Finance Expansion Marketing Communications Organizational Effectiveness Society Impact on Education Review/Update of Action Plan

  13. SAP Areas of Focus Area I: Membership Area II: Finance Area III: Communication Area III: Leadership Area IV: Organizational Effectiveness

  14. What One or Two Things Would Make the Most Difference in Your Chapter? • In What Areas Does Your Chapter Need to Focus? • Remember: Keep it Simple to begin with. Your Chapter. What are First Things? • Membership • Member Participation • Leadership for Chapter • Programs/Projects • Communications • Resource Development

  15. Needs Assessment • What are our Areas of Focus/Concern? • Involve Members in Determining Important Areas in Which Your Chapter Needs/Wants to Focus. • Where do we want to be as a chapter in relation to our Area of Focus? • Where are we now in relation to the Area of Focus?

  16. Membership?

  17. Area I: Membership Goal 1. Encourage growth of chapter membership Goal 2. Celebrate the honor of DKG membership

  18. Membership • Chapter Objective • If a chapter of 50, is losing 10 members each biennium, that’s 20%. • What % would you like to retain? 85%? 90%? • How can you accomplish this? What can You do? Sample State Objective Increase retention of members 5% each biennium. They list 5 activities directed toward doing this.

  19. Members attending meetings • Chapter A has 65 members. No more than 25 attend a meeting. (38%) • Chapter B has always had 50% member attendance. It now has 30%. • Does Chapter A or B have a problem? • Would you feel a need to address member attendance if you were in either chapter? • Why? • Why Not?

  20. Initiating New Members Chapter C initiates 2 members each year. Chapter D initiates 5-6 members each year. Chapter C has difficulty finding two educators to initiate. Sometimes more are recommended but few accept. Is the problem one of attraction of members or of recruitment? Chapter D loses at least 50% of its initiates within the first three years of membership.Is there a problem? If so, What?

  21. Leadership Development • Chapter E has Difficulty Getting Members to Assume Leadership Roles. • Last biennium 10 were asked before one accepted the presidency. • Is that a problem or a situation you would like to change if you were in this chapter? • What would you like to see?What would be your goal?What activities might you use to try to meet your goal?

  22. The Chapter SAP YOU (Chapter Members) decide what is important. What may need to be addressed, improved, maintained, deleted.) Identify your own Areas of Focus. You are not required to copy, or adopt the Areas of Focus at International or your state. Correlating to your state Areas or Goals may be desirable.

  23. Strategic Action Planning When you decide on an Area(s) of Focus, you must Identify where you want to be (future – your objective(s) in relation to where you are – (status – present). Then decide how you can best get there (activities).

  24. Review/Update Chapter SAP • Everybody’s business often becomes nobody’s business. • Assign Responsibility for Strategic Action Planning. • The Plan is not the critical thing; the Planning Process is the Key. • Involve Members in Reviewing and Updating the Objectives as well as the Activities. • Once an objective is accomplished, celebrate and focus on another area, but maintain your success.

  25. Strategic Action Planning is not studying the stars or copying other chapters. Strategic Action Planning is looking at your own chapter through a microscope. What are you doing well? What do you need to work on? Where do you see your chapter in 10-20 years? How can you get there?

  26. Design Your Chapter SAP

  27. Resources Available • International SAP on website at www.dkg.org • As The SAP Rises – Tips For Strategic Action Planning published bimonthly and on website. • Your state organization’s Strategic Action Plan - on your website under Membership Committee. • Your president or state chair of Strategic Planning. • 5. Your International Administrative Board.

  28. Good Luck as you develop/review/revise your Strategic Action Plans and Design your Future.

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