Phi Kappa Tau Fraternity

2020 Strategic Plan

[ 1 ]

Phi Kappa Tau, by admitting me to membership, has conferred upon me a

mark of distinction in which I take just pride. I believe in the spirit of

brotherhood for which it stands. I shall strive to attain its ideals, and by so

doing to bring to it honor and credit. I shall be loyal to my college and my

chapter and shall keep strong my ties to them that I may ever retain the

spirit of youth. I shall be a good and loyal citizen. I shall try always to

discharge the obligation to others which arises from the fact that

I am a fraternity man.

Roland Maxwell, Southern California ’22

November 19, 1950

[ 2 ]

Ritual

Creed

Vision

Mission

Leadership

Service

EducationRecruitment/

Retention

Governance

[ 3 ]

VISION

The vision of Phi Kappa Tau is to be recognized as a leadership organization that binds

men together and challenges them to improve their campuses and the world.

MISSION

The mission of Phi Kappa Tau is to champion a lifelong commitment to brotherhood,

learning, ethical leadership, and exemplary character.

STRATEGIC IMPERATIVES

Governance

Phi Kappa Tau’s organizational infrastructure, financial resources and policies will be

aligned with our mission, vision and strategic direction.

Recruitment/Retention

Phi Kappa Tau will be experts at attracting, retaining and developing undergraduate and

alumni talent.

Education

Phi Kappa Tau will have a comprehensive strategy for learning and discovery.

Leadership

Phi Kappa Tau’s membership will be leaders in their chosen fields, community and on

campus.

Service

Phi Kappa Tau will instill a commitment to service in all members.

[ 4 ]

GOVERNANCE IMPERATIVE

Phi Kappa Tau’s organizational infrastructure, financial resources and policies will be

aligned with our mission, vision and strategic direction.

Strong values and ideals build the identity of the Fraternity.

Clear roles and responsibilities for volunteers and staff strengthen our

organizational structure.

Housing is a vehicle for furthering the values and ideals of the Fraternity and a

resource for securing the long term financial health of the organization.

Technology is an accelerator.

GOVERNANCE INITIATIVES

G1 Continually reassess the governing documents that guide policies and

procedures.

G2 Integrate The Ritual throughout all areas of the Fraternity.

G3 Ensure the continuity of leadership throughout the organization.

G4 Facilitate a communal living environment by establishing the fraternity house

as a venue for developing and instilling social skills, ideals and values.

G5 Ensure appropriate financial resources are available to further the Fraternity’s

mission.

G6 Ensure the Borradaile Challenge is a fully utilized standards and assessment tool

that evaluates a quality fraternity experience.

[ 5 ]

GOVERNANCE GOALS

Continually reassess the governing documents that guide policies and procedures. (G1)

Develop an audit process for governing documents whereby each document is

reviewed for relevance and practicality to the Fraternity today.

Develop a compendium of records and policies.

Establish clear expectations for the purpose of the National Convention/Conclave and

develop a Convention/Conclave mission statement.

Integrate The Ritual throughout all areas of the Fraternity. (G2)

Conduct a comprehensive review of The Ritual and evaluate what, if anything,

needs to change or be adapted for best impact on the membership.

Develop more consistent messages and themes to reinforce Phi Kappa Tau’s mission,

vision, creed and Ritual through brand identity.

Develop a membership development model that includes post-initiation components.

Coordinate a media strategy for promoting the positive attributes of Phi Kappa Tau and

fraternities, in general.

Ensure the continuity of leadership throughout the organization. (G3)

Examine the volunteer and staff organizational model and update roles and responsibility to be better align with the mission and vision.

Maintain good mailing addresses for 85 percent of the membership.

Maintain good email addresses for 25 percent of the membership.

[ 6 ]

GOVERNANCE GOALS (continued)

Facilitate a communal living environment by establishing the fraternity house as a venue for developing and instilling social skills, ideals and values. (G4)

Align all housing functions (education, communication, information, promotion, etc.)

within the appropriate corporate entity in support of our overall mission.

Establish Phi Kappa Tau Properties, Inc., as a primary vehicle for delivering information and expertise on all facets (management,

acquisition, finance, construction and disposition) of fraternity housing.

Complete an assessment of current Phi Kappa Tau housing on campus.

Ensure appropriate financial resources are available to further the Fraternity’s mission. (G5)

Develop a multi-year funding model that is based upon a strategy that anticipates and

plans scheduled fee increases while keeping pace with inflation and providing for future

needs.

Develop a multi-year funding model where Convention is a “break-even” event.

Develop a strategy for growing the insurance and risk management reserve accounts.

Ensure the Borradaile Challenge is a fully utilized standards and assessment tool evaluating

a quality fraternity experience. (G6)

Establish a 3 year rolling average of 70-75% chapters at Basic or Better in the Borradaile

Challenge.

[ 7 ]

RECRUITMENT/RETENTION IMPERATIVE

Phi Kappa Tau will be experts at attracting, retaining and developing undergraduate and

alumni talent.

The best recruitment is focused on the mission and vision of Phi Kappa Tau.

Phi Kappa Tau members embody special traits and qualities.

The case to actively participate in Phi Kappa Tau will attract for talented

individuals.

RECRUITMENT/RETENTION INITIATIVES

R1 Ensure sustained growth through undergraduate recruitment and retention.

R2 Ensure sustained growth through expansion.

R3 Manage a robust volunteer corps at the local, regional and national level.

R4 Recognize individual, chapter and organizational achievement.

R5 Enact the approved Comprehensive Alumni Engagement Plan.

[ 8 ]

RECRUITMENT/RETENTION GOALS

Ensure sustained growth through undergraduate recruitment and retention. (R1)

Sustain 60 percent of chapters above the campus average chapter size.

Develop a library of recruitment material on the website.

Explore the benefits of associating and/or creating Pre-College affinity groups.

Develop a consistent method/plan to benchmark against our peers

(pre/during/post) for recruitment and retention.

Ensure sustained growth through expansion. (R2)

Sustain 15 new colonies over the next three years.

Manage a robust volunteer corps at the local, regional and national level. (R3)

Maintain 90 percent of all volunteer roles with accredited volunteers.

Develop a volunteer recruitment plan.

Develop a leadership development plan for all local, regional and national volunteers.

[ 9 ]

RECRUITMENT/RETENTION GOALS (continued)

Recognize individual, chapter and organizational achievement. (R4)

Create award opportunities for service to the Fraternity.

Create and share examples of strong alumni who volunteer at the local level.

[ 10 ]

EDUCATION IMPERATIVE

Phi Kappa Tau will have a comprehensive strategy for learning and discovery.

Lifelong learning and personal growth is core to our brotherhood.

Information and programming should be availability to the greatest number of

members.

Feedback mechanisms continuously evaluate our ability to enrich members’

lives.

EDUCATION INITIATIVES

E1 Ensure programming is accessible to all members.

E2 Manage measurable outcomes and consistent assessment for learning.

E3 Manage a robust and qualified facilitator prospect pool.

E4 Ensure proactive health and safety programming for individuals and chapters.

E5 Evaluate subjects that are critical to members and implement appropriate

programs.

E6 Enact the approved Comprehensive Education Plan.

[ 11 ]

EDUCATION GOALS

Ensure programming is accessible to all members. (E1)

Explore online learning with emphasis on how we engrain a portion of each educational

program with online capabilities.

Sustain 90 percent of chapters participating in at least one educational program.

Sustain 12 percent of undergraduates participating in at least one educational

program.

Manage measurable outcomes and consistent assessment for learning. (E2)

Develop processes that emphasize robust assessment.

Manage a robust and qualified facilitator prospect pool. (E3)

Identify 50 highly qualified potential facilitators annually to strengthen the

pipeline.

Establish a set of standard qualifications for facilitators for all national programs.

Codify and standardize the selection process for facilitators for all national programs.

Establish a facilitator assessment process.

[ 12 ]

EDUCATION GOALS (continued)

Ensure proactive health and safety programming for individuals and chapters. (E4)

Establish an operational risk management compliance process for implementation by all Domain Directors, House Corporations, Boards

of Governors, chapter presidents and membership orientation officers.

Establish quality control measures for the Membership Orientation Program.

Evaluate subjects that are critical to members and implement appropriate programs. (E5)

Provide recognition of skill development for certain/specific areas of emphasis.

(i.e. lifelong education and merit badges)

Establish educational efforts to support our involved alumni/volunteers for purpose of

housing/best practices, staying current, etc.

Develop programming for membership orientation officers.

Evaluate and codify the way the Fraternity approaches undergraduate officer training.

[ 13 ]

LEADERSHIP IMPERATIVE

Phi Kappa Tau’s membership will be leaders in their chosen fields, community and on

campus.

Ethical leadership is a key component to the member experience.

A culture that expects our brothers to take action to facilitate change

is important.

Interaction and mentoring across generations of members is facilitated.

Each chapter and colony is a leadership laboratory.

LEADERSHIP INITIATIVES

L1 Recognize and celebrate leaders in their chosen fields, community

and on-campus.

L2 Encourage undergraduates to be leaders on their campus.

L3 Encourage undergraduates, alumni and staff to be leaders in the

fraternal movement.

L4 Establish and manage a leadership resource center.

L5 Enact the approved Comprehensive Alumni Engagement Plan.

[ 14 ]

LEADERSHIP GOALS

Recognize and celebrate leaders in their chosen fields, community and on-campus. (L1)

Create award opportunities for business and entrepreneurial leadership.

Explore award possibilities and recognition possibilities for on-campus leaders.

Create award opportunities for community leaders.

Encourage undergraduates to be leaders on their campus. (L2)

Promote and publicize examples of undergraduate campus leaders, such as

student body presidents.

Track campus leadership positions for undergraduates.

Encourage undergrads, alumni and staff to be leaders in the fraternal movement. (L3)

Identify and encourage alumni to take leadership roles in Interfraternal organizations

and associations.

Encourage undergraduates to engage with Interfraternity Councils.

Encourage undergraduates to participate in Interfraternal programs.

[ 15 ]

LEADERSHIP GOALS (continued)

Establish and manage a leadership resource center. (L4)

Manage a “speaker’s bureau” of prominent alumni.

Develop a listing of local alumni to speak at chapter events about leadership.

Develop a comprehensive strategy for annual leadership development components as a part

of Convention/Conclave. Initiate and publish a national reading list.

[ 16 ]

SERVICE IMPERATIVE

Phi Kappa Tau will instill a commitment to service in all members.

Our pledge to be good and loyal citizens is reaffirmed.

The way to treat all people with dignity and respect is modeled.

Our members are service-oriented.

SERVICE INITIATIVES

S1 Integrate service throughout the member experience by encouraging members

to play an active role in their communities, states and country.

S2 Encourage member volunteerism and philanthropy with SeriousFun and USO.

S3 Encourage member volunteerism and philanthropy in the local community.

S4 Encourage member volunteerism and philanthropy to Phi Kappa Tau.

S5 Leverage collective knowledge to provide assistance with volunteer and

philanthropic opportunities.

[ 17 ]

SERVICE GOALS

Integrate service throughout the member experience by encouraging members to play an active role in their communities, states and country. (S1)

Develop metrics for service activities that proved for improvement/assessment.

Encourage and recognize alumni who are in leadership roles in local civic organizations.

Develop a PR plan and encourage members of vote.

Encourage member volunteerism and philanthropy with SeriousFun and USO. (S2)

Establish goal for National Leadership (councilors, trustees, staff, domain directors,

deans, advisors) and other volunteers to participate at SeriousFun Camps.

Promote undergraduates volunteerism with SeriousFun.

Strengthen and build the USO partnership.

Encourage member volunteerism and philanthropy in the local community. (S3)

Increase annual overall involvement in service by five percent across all chapters.

Increase annual overall fundraising by chapters by five percent.

[ 18 ]

SERVICE GOALS (continued)

Encourage member volunteerism and philanthropy to Phi Kappa Tau. (S4)

Develop a culture of philanthropy through all areas of the Fraternity.

Develop a catalog and publish all volunteer opportunities that are available within the

Fraternity.

Leverage collective knowledge to provide assistance with volunteer

and philanthropic opportunities. (S5)

Develop a service “tool kit” for chapters, including promotional videos, fundraising ideas and profiles of successful programs.

Develop publicity program for fundraising involvement with the SeriousFun Camps.

Create a promotional plan for service activities.