6 Predictions for the 2020 Fraternity

By Steve Good – Director of Education & Technology

Being the son of a librarian, reading is in my blood.  I’m addicted to the search for a great book, but my definition of a great book may be a little different than most.  While many might say that a great book is one that they read from start to finish very easily and quickly, I say the opposite.  A great book in my mind is one that takes forever to get through because of its ability to make me put it down, think about the content, jot down notes, and wonder how I can apply it to what I do in my life.

I recently finished one of these books that I would consider great, and yes, I opened up this book for the first time a month and a half ago.  The book is The 2020 Workplace – How Innovative Companies Attract, Develop, and Keep Tomorrow’s Employees Today by Jeanne Meister and Karie Willyerd.  The book was given to me as a gift, but ironically enough, has some great parallels to the Phi Delt 2020 strategic plan that was recently unveiled and Greek life in general.  The end of the book featured “20 Predictions for the 2020 Workplace,” and I found six (go figure) of the predictions to be very relevant to Phi Delta Theta and Greek Life in general.

Prediction #1
You will be hired and promoted based upon your reputation management.

In Greek termsYou will be respected or disrespected based upon how you manage your reputation.

An increasing focus on reputation management is occurring because of the ease of information flow in today’s society.  Those individuals and groups who actively manage their reputation will be better off.  Those who don’t will be discounted or left behind.  Phi Delta Theta as a whole will gain respect and be seen as a great asset when others see and learn about how our actions and decisions align with our values.   On the other hand, the truth, through information flow, will eat up those who disregard how their actions may negatively affect the organization.

Prediction #2
Your mobile device will become your office, your classroom, and your concierge.

In Greek TermsPhi Delta Theta must work diligently to provide its services to the technologies that you utilize.

In the words of Michael Jones, the chief technology advocate for Google, “The mobile phone is for the next decade what the computer has been for the last two or three.” As an organization, we must spend time thinking about and tailoring our communication, information, and education to how it can be effectively received on your mobile device.  If we don’t, our relevance as a value-added organization will dwindle.

Prediction #3
Recruiting will start on social networking sites.

In Greek Terms Recruiting will start on social networking sites.

Our undergraduate chapters must fully understand the capabilities of social networking as a recruitment tool.  If they don’t, we will fall behind and lose members to those who do.  As you build your recruitment strategies ask yourself the question, “How can we capitalize on the power of social networks to find new members who can make us better?”  As a GHQ staff member, we’ll be asking ourselves the same question as we look for future employees.

Prediction #4
Human resources focus will move from outsourcing to crowdsourcing.

In Greek TermsCollaboration that capitalizes on the “wisdom of our members” will drive improved results.

The book gives a great example of how Best Buy asked their pool of candidates for a specific position to create the job description. Rather than pushing down a job description that they thought was best, they allowed their candidates to develop something together that was better.  Phi Delta Theta must create venues for others to work together to find the best solution.  For example, as the Fraternity works to develop a standardized Phikeia Program, how can we benefit from a collaborative approach that allows our members to share their best practices and lessons learned to create the best possible program?  There are many operational areas that could benefit from this approach.

Prediction #5
Lifelong learning will become a business requirement.

In Greek TermsA focus on sound learning and education = More successful members and a better organization.

According to the book, “In 2020 and beyond, we will see another innovation – branded lifelong learning centers – to ensure ease in continually updating one’s skills for both one’s current job and one’s next job.”  While the execution of leadership conferences and addition of PDT U (Phi Delta Theta’s center for online learning) has helped the Fraternity encourage lifelong learning, we must continue to produce and share learning experiences with our membership. In turn, our membership must be familiar with these opportunities and encourage the development of education content that is currently not there.

Prediction #6
Companies will disclose their corporate social responsibility programs to attract and retain employees.

In Greek TermsAn increased focus on service and philanthropic activities must be present to attract and retain today’s student.

The millennial generation is influencing today’s work environment, offerings from higher education institutions, and even programs at the high school level.  A study referenced in the book states that 79% of a sample of 1,800 13-25 year olds want to work for a company that cares about how it impacts on and contributes to society.”  The General Fraternity and its chapters must prove to its current and potential members that their involvement in the organization will impact society in a positive way.  A commitment to service and philanthropy can assist in this task.  Assess what you are doing in this area and ask yourself if you can do more.

It’s an exciting time within Phi Delta Theta as we plan for the future and develop goals for where we want to be in 2020.  As we do this, we must be aware of what’s happening around us and how these dynamics affect the things that we do.  I’d encourage you to consider these predictions and challenge those around you to adapt and prepare for the future.  If you do so, Phi Delta Theta will be an even greater organization than it is today.

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Phi Delt 2020 – Strategic Plan – Funding Initiative


In the Fall of 2010, Phi Delta Theta’s newly elected General Council assembled for their annual retreat in Moab, Utah with the General Headquarters staff.  This year, their mission was a bit different as it was to create a long-term strategic path for Phi Delta Theta. “Phi Delt 2020” was created to establish Phi Delta Theta as the premiere leadership organization through six strategic initiatives:  Growth, Education, Support, Communication, Capacity, and Funding.

Strategic Initiative – Funding
Implement strategies to significantly grow the Fraternity’s Foundation endowment and develop other regular revenue streams.

Endowment
Implement strategies to significantly grow the Fraternity’s Foundation endowment and develop other regular revenue streams.To continue major gift initiative by raising $20 million by having 20 million dollars excluding the scholarship endowment in the Foundation.

  • Develop strategies to increase net revenue of annual fund by 10% per year until 2020
  • Conduct a review of all planned giving activities
  • Refine strategy to maximize successful participation and involvement of volunteers in cultivation and solicitation process
  • On average increase the endowment $2-3 million per year
  • Add an additional 4 major gift officers, 2 annual fund officers, and 2 support staff members (approximately 1 additional staff member for every $4 million in the endowment)

Annual Fund
Enhance annual fund program to build lifelong donors while providing a funding stream that supports foundation operations by raising $2 million annually.

  • Review all annual fund activities to ensure that they are utilizing all fraternity communication channels and technology

Merchandising/Sponsorships
Establish a merchandising and sponsorship program that generates over 500k annually by 2020.

  • Introduce online store in an effort to generate 100k each year until 2020, increasing by 15% each year
  • Acquire 100k in sponsorships and partnership revenue for the Fraternity and Foundation by 2020, increasing each year by 10%

Loyalty and Cause Funding
Further develop the Iron Phi program as a self-sustaining operation that provides at least $200k in funding annually to the Fraternity by 2020 and to further institutionalize the True Blue Society as a part of Phi Delta Theta culture so as to generate at least $275k by 2020 for The Scroll and alumni programming.

  • Acquire 2,400 True Blue Society memberships and increase memberships by 10% each year until 2020
  • Raise $1 million for Iron Phi by 2014

What do you think of Phi Delt’s funding initiative?

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Phi Delt 2020 – Strategic Plan – Capacity Initiative


In the Fall of 2010, Phi Delta Theta’s newly elected General Council assembled for their annual retreat in Moab, Utah with the General Headquarters staff.  This year, their mission was a bit different as it was to create a long-term strategic path for Phi Delta Theta. “Phi Delt 2020” was created to establish Phi Delta Theta as the premiere leadership organization through six strategic initiatives:  Growth, Education, Support, Communication, Capacity, and Funding.

Strategic Initiative – Capacity
Strengthen the operational infrastructure of the General Headquarters through the leverage of talent and technology.

Talent Development
Acquire, develop, and retain the best staff in the fraternity world.

  • Following the adoption of Phi Delt 2020, review all operational activities and job descriptions to develop revisions that will allow the GHQ staff to be more efficient and aligned with strategic goals
  • Identify avenues for the promotion of openings for the following job categories:  support staff, Leadership Consultants, and Executive Staff
  • Develop a results-driven evaluation model that includes recognition plan
  • Develop transition outlines based on job descriptions for all positions and organization corresponding files to assist with transitions
  • Once Phi Delt 2020 and database solution has been adopted/selected, determine the staff structure and financial resources to support the successful implementation of plan’s tactics
  • Create a staff professional development committee to promote educational opportunities that enhance the workplace and promote efficiency
  • Introduce a web-based orientation program for all new GHQ staff members
  • Launch Succession Plan for Executive Vice President Post (2018)

Technology Solutions
Review and assess current information technology efforts and implement solutions that improve current deficiencies.  Maintain leadership in use of technology in the Greek world to achieve other key objectives.

  • Implement a database that enhances or provides solutions including but not limited to the following areas:  membership contracts and reporting, risk management, affidavits, social calendars, event planning forms, and moves management
  • Explore opportunities to move towards a cloud computing model and a server-less office

Financial Management
Enhance the accounting and investment practices of fraternity funds.

  • Review current investment policies and partners
  • Historically review Fraternity, WBPF, Foundation, and Mitchell Fund portfolio’s against market averages

What do you think of Phi Delt’s capacity initiative?

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Phi Delt 2020 – Strategic Plan – Communication Initiative


In the Fall of 2010, Phi Delta Theta’s newly elected General Council assembled for their annual retreat in Moab, Utah with the General Headquarters staff.  This year, their mission was a bit different as it was to create a long-term strategic path for Phi Delta Theta. “Phi Delt 2020” was created to establish Phi Delta Theta as the premiere leadership organization through six strategic initiatives:  Growth, Education, Support, Communication, Capacity, and Funding.

Strategic Initiative – Communication
Promote our value to members, potential members, and stakeholders.

Branding
Design and implement a new brand position that enables the Fraternity to clearly articulate benefits to members and nonmembers alike.

  • Establish a competitive  brand position in order to assist in the communication and marketing efforts of the Fraternity and its chapters
  • Integrate brand into all e-news, GHQ print communication, and web presence

Information Quality
Improve the quality of our member and constituent data to enhance our communications and relationships.

  • Identify and integrate a database that enhances, among other areas:  membership contracts, membership reporting, risk management affidavits, social calendars, event planning forms and moves management
  • Develop a strategy and corresponding lists of possible solutions to acquire email addresses, physical addresses, and mobile numbers. Included in that strategy could be additional alumni directories, development of new staff processes, and/or a Six Degrees of Separation Program
  • Increase the percentage of accurate email addresses (31 to 60%), physical addresses (60 to 85%) and obtain 60% of mobile numbers for members, parents, and Greek officials.

Communication Channels
Increase the quality, frequency and breadth of communications to members and constituents.

  • Develop and distribute a communications survey to all undergraduate and alumni members to gauge how members would like to communicate and maintain their relationship with Phi Delta Theta
  • Develop a strategy to have 100% of chapters submit RSS News Items and Scroll Chapter Updates
  • Utilize communications survey results to evaluate and adapt current communications to increase engagement rates for all publications
  • Create timely electronic welcome letters and e-newsletters for parents of undergraduate Phis
  • Provide undergraduate chapters with alumni communications solution
  • Market and promote branded chapter websites along with the benefits of a social media presence resulting in 100% of all chapters/alumni clubs with a branded website and social media presence

What do you think of Phi Delt’s communication initiative?

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Phi Delt 2020 – Strategic Plan – Support Initiative


In the Fall of 2010, Phi Delta Theta’s newly elected General Council assembled for their annual retreat in Moab, Utah with the General Headquarters staff.  This year, their mission was a bit different as it was to create a long-term strategic path for Phi Delta Theta. “Phi Delt 2020” was created to establish Phi Delta Theta as the premiere leadership organization through six strategic initiatives:  Growth, Education, Support, Communication, Capacity, and Funding.

Strategic Initiative – Support
Build a strong chapter and alumni support structure to improve operations and member engagement.

General Fraternity Support
Further enhance and build the collaboration between the Province President and Leadership Consultant Programs to foster student leadership education, chapter development, and alumni support.

  • Introduce revised Province President job description, performance measures, orientation program, and continual education
  • Include enhanced CAB recruitment and training along with relationship building and regional manager model  into Leadership Consultant training
  • Adjust Leadership Consultant Balanced Scorecard to include volunteer recruitment and training
  • Review Effectiveness of Leadership Consultant Program and proper use of resources
  • Have one consultant servicing every 30 chapters

Local Alumni Support
Recruit, educate and retain 1,000 chapter advisory board members (an average of 5 per chapter) who are fully certified and determined to be 80% effective through evaluations by 2020.

  • Re-examine CAB recruitment, marketing, and recognition strategies
  • Develop an evaluation system to gauge the effectiveness of CABs

Chapter Retention
Provide strategic support to chapters who may be failing in their chapter operations and/or to meet the standards of the minimum standards program.

  • Conduct historical audit of all chapters who currently do not meet any of the Fraternity’s minimum standards or are failing in Fraternity operations
  • Reexamine leadership consultant staff structure and the interface with the Province President  to focus on the preservation and enhancement of chapters

Housing
Learn more about the needs and educational opportunities for our house corporations while examining models that result in better managed facilities through improved measures in life safety and adult supervision.

  • Conduct house corporation communication survey to gauge the needs of house corporations
  • Ensure that all chapter houses have sprinkler systems and meet other life-safety requirements or have a specific plan to do so
  • Conduct study of a National House Corporation Model
  • Work to ensure that at least 25% of chapter facilities have either a live-graduate adviser, house director, or house mother

What do you think of Phi Delt’s support initiative?

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Phi Delt 2020 – Strategic Plan – Education Initiative


In the Fall of 2010, Phi Delta Theta’s newly elected General Council assembled for their annual retreat in Moab, Utah with the General Headquarters staff.  This year, their mission was a bit different as it was to create a long-term strategic path for Phi Delta Theta. “Phi Delt 2020” was created to establish Phi Delta Theta as the premiere leadership organization through six strategic initiatives:  Growth, Education, Support, Communication, Capacity, and Funding.

Strategic Initiative – Education
Develop a holistic educational effort through programs that utilize technology and promote our values to undergraduate and alumni members.

Values-Based Leadership Development
Provide values- based leadership experience that reaches 12,000 members by 2020 through in-person conferences and online learning.

  • Review opportunities for the growth of existing conferences each year
  • Develop two on-demand educational presentations focused on CAB and general member education and continue same effort in upcoming years
  • Reach 12,000 attendees at in-person educational conferences

Undergraduate and Alumni Officer Development
Provide undergraduate and alumni volunteers with officer-specific training through conferences and online certification-based training.

  • Implement online, certification-based training program for CAB members
  • Re-examine opportunities for in-person CAB and/or house corporation member training
  • Implement online education for all Phikeia members
  • Implement online education for all Executive Committee Members
  • Achieve 100% certification rate of Phikeias and Executive Committee Members educated online

Standardized Phikeia Education
Design and implement a standardized Phikeia program for use by all undergraduate chapters that thoroughly educates and prepares new members for an active, lifelong membership.

  • Develop a committee to establish a standardized Phikeia Education Program
  • Implement a standardized Phikeia Education Program

Sound Learning
Assess the success of academic minimum standard and academic programming while determining the organizational philosophy and plan for membership development.

  • Gauge effectiveness of academic minimum standard and academic programming
  • Determine Phi Delta Theta’s philosophy on membership development

Career Transition
Execute a strategy for undergraduate members that provides a mentoring opportunity for all and helps prepare undergraduates for a career

  • Explore undergraduate mentorship programs and tools
  • Enhance and package career transition resources for graduating members

What do you think of Phi Delt’s education initiative?

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Phi Delt 2020 – Strategic Plan – Growth Initiative


In the Fall of 2010, Phi Delta Theta’s newly elected General Council assembled for their annual retreat in Moab, Utah with the General Headquarters staff.  This year, their mission was a bit different as it was to create a long-term strategic path for Phi Delta Theta. “Phi Delt 2020” was created to establish Phi Delta Theta as the premiere leadership organization through six strategic initiatives:  Growth, Education, Support, Communication, Capacity, and Funding.

Strategic Initiative – Growth
Execute strategies for the expansion of new chapters and the growth of existing chapters to achieve 200 chapters and colonies by 2020.

Expansion
Execute an expansion strategy that culminates in an undergraduate total of 12,250 members that make up 200 chapters by 2020 through an effort that installs 7 chapters per year for the next 10 years.

  • Refine position description and expectations of the Survey Commission
  • Develop a strategy to attract and colonize three student-led interest groups each year
  • Create a menu of services and corresponding prices for alumni-funded expansion projects
  • Secure and conduct 8 staff-driven expansion projects each year
  • Employ one expansion consultant for every two staff-driven expansion projects and one to handle colony education each year
  • Develop marketing strategy to reach college-bound students attending universities on our wish list and where we currently have chapters by looking to higher education models

Increase Campus Market-Share
Execute a growth and retention strategy to assist existing chapters and colonies to obtain an average chapter/colony size of 62 men or an average chapter size larger than our Fraternity peer group.

  • Establish the Fraternity’s brand to assist in the communication and marketing efforts of the Fraternity and its chapters
  • Develop a comprehensive and year-round recruitment education strategy
  • Raise membership standards for chapters and colonies to 40 men
  • Develop strategy to increase potential new member referrals from constituents

Recruitment Culture

  • Create a year-round recruitment culture that helps achieve the Fraternity’s growth goals.
  • Explore regional conferences focusing on recruitment and alumni recruitment support
  • Implement  recruitment module that discusses strategy and practices in the training of all  general headquarters staff members, general officers, and local volunteers

What do you think of Phi Delt’s growth initiative?

View the Entire Strategic Plan

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