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Strategic Priorities 2018 - 2023

Strategic Priorities 2018 - 2023. Delta Sigma Theta Sorority, Inc. Denver Alumnae Chapter. Mission Statement.

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Strategic Priorities 2018 - 2023

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  1. Strategic Priorities 2018 - 2023 Delta Sigma Theta Sorority, Inc. Denver Alumnae Chapter www.DenverDeltas.org

  2. Mission Statement • Delta Sigma Theta Sorority, Inc. is an organization of college-educated women committed to the constructive development of its members and to public service with a primary focus on the Black community. www.DenverDeltas.org

  3. Strategic Priorities • Membership • Technology • Operations • Programs • Sustainability www.DenverDeltas.org

  4. Strategic Priority: MEMBERSHIP • Overview:Membership as a strategic priority, embraces the concept that human capital of an organization is a critical element of success. Members align personal values with organizational values in the successful organization in order to accelerate the mission. • Goal One: Strengthen the Chapter’s ability to develop the talents, skills, and resources of its members in order to build organization success. • Goal Two: Focus on reclamation and retention via programming/activities that incorporates and considers the lives of members within the Chapter. • Goal Three: Implement activities and provide resources which are designed to build the spirit of sisterhood among active and inactive members and to encourage all members to honor their lifetime commitment to service. • Strategies: • Membership Engagement Analysis and Climate Surveys • Multi-generational Model for Talent Development and Engagement • Leadership and Skills Development • Promotion of Sisterhood www.DenverDeltas.org

  5. Strategic Priority: MEMBERSHIP cont. • Membership Engagement Analysis and Climate Surveys • Completed in April 2017 • Complete the first year of every new biennium • Multi-generational Model for Talent Development and Engagement • Review the roster every five years to analyze age groups within the chapter, to align resources for chapter programming • DAC Fellows program • Leadership and Skills Development • Leadership Academy (began in January 2018) (first year of every new biennium) • Create repository of chapter members skills • Promotion of Sisterhood • Soror Spotlight at chapter meetings and/or via communication tools • Soror to Soror (buddy program) • Greeting team at chapter meetings • Sisterly Spirit Moments at chapter meetings (specific instances of sisterly behavior) • Develop service programs or activities that involve members families www.DenverDeltas.org

  6. Strategic Priority: TECHNOLOGY • Overview:Technology serves a critical role in the life cycle of an organization. The degree of performance in communicating, managing inventory, managing data, and leveraging resources (human, fiscal, and physical) are all action items for organizational potential in digital presence. • Goal: Utilize technology as a vehicle for communication, training, and productivity. • Strategies: • Technology Audit • Cloud storage on chapter website • Delta Internet Guidelines compliance • Brand Management and Strategy • Virtual Communications and Training Opportunities • Free Conference Call – voice and video options • Polling option selection for use across chapter • Survey Monkey selection for use across chapter • Ensure chapter members are provided with adequate training to effectively utilize technology • Delta DEAR mentoring program www.DenverDeltas.org

  7. Strategic Priority: OPERATIONS • Overview:Organizational operations provide the strategic framework for collaboration, planning, direction, coordination, leadership/staffing, and resource management. Essentially, change management is affected by people and processes. The successful and futuristic organization thrives on efficient operations. • Goal: Maintain an infrastructure that meets the challenges and opportunities for managing data, resources, and innovation. • Strategies: • Organization Operations/Chapter Operations Study • Alignment of Organization Processes (National, Regional, and Local Chapter Levels) • Performance Management/Accountability www.DenverDeltas.org

  8. Strategic Priority: OPERATIONS cont. • Organizational/Chapter Operations Study • Develop and implement planning/procedure checklist • Establish and maintain cloud storage on chapter website • Program templates with performance targets • Budget template • Collaboration with community/P13 partners • Timeline for program planning • Guidelines for chapter meeting reporting (frequency, content, etc.) • Collecting analytics during program • Evaluations • Purpose of program and did you meet your goals • Alignment of Organization Processes (National, Regional, and Local Chapter Levels) • Establish preliminary yearly calendar by May of current sorority • Review National and Regional processes as they are released to ensure chapter compliance • Performance Management/Accountability • Establish and define responsibility/accountability expectations of committee Chair/Co-Chair and members • Chair/Co-chair mentoring to increase future program planning success www.DenverDeltas.org

  9. Strategic Priority: PROGRAMS • Overview:Programming as a strategic priority, highlights the emphasis for creating initiatives that impact internal and external environments aligned with the organization’s purpose. Using the vision and mission statements as foundational components, the Chapter provides services and assesses results, manages community issues, collaborates with program partners with mutual purposes and goals, and influences change. • Goal: Leverage the Five-Point Program Thrust for community impact, transformation, and empowerment. • Strategies: • Establish local contacts and collaborate with Project 13 (P13) partners • Diversify search for possible funding sources • Increase promotion of programs within and outside of the chapter • Reach out to other Central region chapters regarding their programming (what works well, strategies, etc.) • Identify other Central region chapters that may be able to support/partner with the chapter • Assess and evaluate chapter programming effectiveness and community needs www.DenverDeltas.org

  10. Strategic Priority: SUSTAINABILITY • Overview:Sustainability of an organization is based upon its well-being and maintenance as a vibrant entity. While sustainability can refer to social, environmental, and economic status, the inclusion of sustainability as a priority is especially related to economic growth. • Goal: Maintain and grow chapter’s financial stability, to continue to be a prominent public service organization within the community. • Strategies: • Sound Revenue Streams • Develop strategic financial plan • Maintain and grow membership • Analysis to conduct Membership Intake completed at a minimum, with every President change • Assess and revaluate chapter programming effectiveness and community needs • Collaborative and Community Partnerships www.DenverDeltas.org

  11. 2017-2018 Strategic Planning Committee Members • Dana Batey • Jehan Benton-Clark • Mary Matthews (Chair) • Whitnee Pleasant • Delois Porter • Vanessa Simmons • Michelle Simmons (President) www.DenverDeltas.org

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