Strategic Plan, 2019

Prepared by:

Taylor Disselhorst, Luis Hizo, Morgan Quaresima, & Nick Tomei

October 25, 2018

Table of Contents

Page
Executive Summary .......................................................................................................... 3
Introductory Summary ....................................................................................................... 3
1.0 Organization Background .......................................................................................... 4
1.1 Business Definition ......................................................................................... 4
1.2 Vision ............................................................................................................... 4
1.3 Mission ............................................................................................................. 4
1.4 Value Proposition............................................................................................. 4
1.5 Organization Structure ..................................................................................... 5
1.6 History & Culture ........................................................................................... 5
2.0 Situation Analysis ....................................................................................................... 7
2.1 Definition & Scope of Situation ...................................................................... 7
2.2 Stakeholders Effected ..................................................................................... 7
2.3 Competition ..................................................................................................... 8
2.3.1 Illinois State University Fraternities ............................................................. 8
2.3.2 Illinois State University Multicultural Fraternities ....................................... 9
2.4 SWOT Analysis ............................................................................................. 10
2.5 Market Position .............................................................................................. 12
3.0 Plan .......................................................................................................................... 12
3.1 Objectives, Strategies & Tactics .................................................................... 12
3.2 Critical Success Factors ................................................................................ 15
3.3 Key Performance Indicators ......................................................................... 17
3.4 Budget & Resource Allocations..................................................................... 18
3.5 Timeline ......................................................................................................... 18
3.6 Evaluation Method & Anticipated Results .................................................... 19
Appendices ...................................................................................................................... 21
A. Alpha Sigma Phi Fraternity: Philanthropic Partnership Handout ................... 21
B. Alpha Sigma Phi Organizational Structure ..................................................... 22
C. Example of Alpha Sigma Phi Delta Omicron Chapter Minutes ..................... 23
D. Alpha Sigma Phi Delta Omicron Fall 2018 Budget ........................................ 26
E. Proposed 2019 Timeline .................................................................................. 31
F. Proposed 2019 Budget ..................................................................................... 32
References ........................................................................................................................ 34

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Executive Summary

Alpha Sigma Phi—Delta Omicron chapter is an established Registered Student Organization

(RSO) at Illinois State University seeking to provide its members with a more diverse and well-
rounded collegiate experience. The organization has great potential to grow both in membership
and in visibility within the community. Since Alpha Sigma’s reinstatement on campus in 2011, it
is in the process of rebuilding its reputation as a powerful community member.

This document presents a proposed plan for Alpha Sigma’s 2019 fiscal year to increase member
diversity and philanthropic donations, while developing a communication plan for the
fraternity’s executive board so that the chapter can remain stable. The information gathered
serves to construct a comprehensive understanding of AƩΦ-ΔΟ’s needs and overall goals. This
plan was developed after a careful examination of Alpha Sig’s history, competition, and current
operation. Its potential for growth led to the following objectives to be included in this proposed
plan:
• Increase diversity of incoming members by eight men by Fall Rush, September
13, 2019.
• Require each member to participate in five other RSOs’ philanthropy events by
April 30, 2019.
• Increase philanthropic donations to $15 per man by November 30, 2019.
• Increase twitter following to 1,200 people December 31, 2019.
• Create an executive handbook for current and future executive board members to
use as a reference April 30, 2019.

If these objectives are met by their given deadlines, the plan is successful. At the start of the
plan, benchmarks must be set as points of comparison to ensure they are being implemented
effectively. Each objective’s purpose is to aid AƩΦ-ΔΟ’s vision to be “the co-curricular
organization of choice.” Increasing diversity, participating with other RSOs, increasing
philanthropic donations, and improving social media presence will serve to establish ASig at
Illinois State University. Developing an executive member handbook will allow future executive
boards to keep the fraternity stable if the fraternity strays from the other proposed objectives.

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1.0 Organization Background

This section covers the core business of the Alpha Sigma Phi—Delta Omicron chapter at Illinois
State University (also referred to throughout this plan as Alpha Sig, Alpha Sigma, and ASig). It
will explain Alpha Sigma’s business operation, vision, mission, value proposition, organizational
structure, and its history and culture. This information will serve to provide the guidance needed
to understand the organization's situational analysis in Section 2.0 and strategic plan in Section
3.0.

1.1 Business Definition

The primary focus of Alpha Sigma Phi is to promote the personal growth of men through charity,
responsibility and, most notably, integrity. Alpha Sigma Phi’s primary focus is on collegiate men
looking to create and perpetuate brotherhood. The overall purpose of ASig is “to better the man,”
through the creation and perpetuation of brotherhood founded upon the values of character:
silence, charity, purity, honor, and patriotism. Alpha Sig also is independently involved in
several philanthropy organizations including: RAINN (Rape, Abuse & Incest National Network),
Home for our Troops, Aware Awake Alive, Big Brothers Big Sisters, and the Humane Society.
Its community involvement directly correlates with the expectations of its members.

1.2 Vision
The vision that all Alpha Sigma Phi chapters must follow is:

To be the co-curricular and continuing organization of choice.

1.3 Mission
Brothers PR has created a mission statement for Alpha Sigma Phi—Delta Omicron chapter
because it does not currently have one. This mission was developed using the chapter’s own
words in describing the overall purpose of the organization.

Alpha Sigma Phi members strive to be known as high-performing gentlemen who serve humanity
and, through that service, help each other become better men.

1.4 Value Proposition

The value proposition is what differentiates Alpha Sigma Phi—Delta Omicron Chapter (AƩΦ-
ΔΟ) from its competitors at Illinois State University. Given the business definition in Section
1.1, Alpha Sigma is unique because of its members’ work through its philanthropies (Appendix
A). The value proposition, then, for AƩΦ-ΔΟ consists of two parts: (1) a slogan that concisely
says what makes the fraternity different in a memorable way and (2) proof points that give
compelling, provable facts that support the slogan. Accordingly, the value proposition is as
follows:

Slogan: “To better the world through better men.”

Proof Points (Alpha Sigma Phi, 2018; Appendix A):

• He has the strength to embrace silence and an honest desire to truly listen to others.

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 o This is exemplified through the philanthropy RAINN (Rape, Abuse, & Incest
National Network), which is the nation’s largest anti-sexual violence
organization. Knowing when to listen to those who need help is a key attribute of
an Alpha Sig.
• He is charitable.
o The Humane Society of the United States is the largest animal advocacy
organization in the world and honors the virtue of charity. Brothers are
encouraged to give their time and services to their local humane society and
defend those who do not have a voice.
• He strives for purity of mind, body, and soul.
o Aware Awake Alive prevents loss of life through alcohol poisoning by educating
teens/young adults and their parents on the dangers and symptoms of alcohol
abuse and overdose. This serves the purpose to keep the brother pure.
• He has personal integrity and honor.
o Being a donor and volunteer of the youth of America demonstrate having integrity
and teach the future upstanding moral principles and respect.
• He loves his country and stays engaged in its affairs.
o Home for Our Troops assists severely injured veterans and their families by
raising money, building materials, professional labor, and coordinating the
process of building homes that allow them freedom and to be independent, at no
cost to the veteran being served. This serves the quality of country and staying
engaged, by helping those who have given their life for their country and its
people.

1.5 Organization Structure

The structure of Alpha Sig is based on a democratic system. The members of the fraternity vote
on 11 officials that run for particular positions. Those who are running for a position are required
to prepare a speech about why they feel they would excel in this position and how the
organization would benefit from their experience. The president has authority over all the elected
officials. The vice president appoints the other 12 executive members to minor, but essential,
positions. Each role has its own purpose to further the fraternity. Every year (January to
December) a new board serves the fraternity, but the arrangement of the positions stays the same.
The structure of the organization is presented in Appendix B. Below is a list of the 11 elected
positions and the 12 minor positions appointed by the vice president, listed in alphabetical order.
• Elected Positions: president, vice president, alumni relations, marshal, membership
education, recruitment, risk management, scholarship, secretary, sergeant at arms, and
treasurer.
• Appointed by the vice president: apparel, athletic, brotherhood, family relations director,
fundraising, house finance, housing manager, Interfraternity Council (IFC) delegate,
philanthropy, professional, service, and social.

1.6 History & Culture

According to Alpha Sigma Phi’s organizational website (Alpha Sigma Phi, 2018), Alpha Sigma
Phi was founded on December 6, 1845, at Yale University in New Haven, Conn. It is the 10th
oldest fraternity in the United States and currently has 161 active groups internationally. The
men of Alpha Sigma Phi work to ensure they become high-performing gentlemen who serve

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humanity and help each other become better men. Unlike most colleges, class loyalties and
traditions were important for the culture of the school. Unfortunately, hazing and bullying from
the upperclassman to the lower classman was common.

As men were enrolled in Yale, they were encouraged to join freshman societies. With each
successful year, the societies were more important socially and politically on campus. They
would be initiated by sophomores and upperclassmen, who would leave the society after they
had passed it down and would join or create another.

Louis Manigault is Alpha Sigma Phi’s founder. The fraternity was co-founded by his friend
Stephen Ormsby Rhea. When the two men arrived at Yale in 1845, they opted out of joining a
fraternity because they found the sole society, Kappa Sigma Theta, to be condescending and
obnoxious. Manigault and Rhea then founded a rival society, Alpha Sigma Phi. ASig is the only
freshman society that established a chapter outside of Yale University. This determination
instilled by Manigault is found in all men who are members of Alpha Sigma Phi and is seen in its
revival at Illinois State.

The Delta Omicron chapter at Illinois State University was founded on April 9, 1988. In 1994,
the chapter voted to cease operations and surrender the chapter’s charter because of declining
membership (i.e. dropped from 40 undergraduates to five), which resulted in a struggle to
operate the organization. The drop-in enrollment coincided with a drop in University enrollment,
so the chapter voted to cease operation on February 3, 1994. As University enrollment grew in
the 2010s, the fraternity’s headquarters saw an opportunity to reinstate the chapter. In the fall of
2011, ASig filed to re-start the Delta Omicron chapter. It was faced with struggles, such as lack
of recognition by the student body, but by the end of spring 2012, the chapter obtained 17 new
members.

Since its disband in the mid-1990s and revival in 2012, it has become a well-known fraternity on
campus. Its residence at 711 Kingsley Court puts it on the outskirts of campus, but its
participation of other RSOs philanthropies, like March Madness (put on by the sorority Chi
Omega) and Delta Pancake House (put on by the sorority Delta Delta Delta) make it liked.

Alpha Sigma Phi was reinstated as a recognized chapter on February 25, 2012. After its
reinstatement, the colony doubled in size by the fall of 2012. The members’ motivation to grow
led them to become an established Registered Student Organization on the campus. Since the
chapter’s reinstatement, Alpha Sigma Phi—Delta Omicron has won numerous awards given by
its national chapter over the years, bonding its presence to Illinois State University campus.
These awards include Phi Pi Phi Silver Cup (2014 through 2016) and Alpha Gamma Upsilon
Bronze Cup (2017 through 2018), which are awards that recognize chapters who have shown
exceptional progress. These awards are chronicled in an annual report that is sent out by the
fraternity’s national headquarters to its key stakeholders, such as alumni and undergraduates.

Alpha Sig’s vision is “to be the co-curricular and continuing organization of choice.” Its
assistance to its philanthropies and its dedication to improving its members through helping
others demonstrates its commitment to being a top competitor on college campuses. Each of the
charities it contributes to exemplifies how it wants its members to serve society and serve each

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other. Across the entire organization, each member raises an average of approximately $40 per
year for charity, with a goal to reach $3 million donated by December 6, 2020 (Appendix A).

2.0 Situation Analysis

Conducting an analysis of Alpha Sigma Phi’s current business situation is important to
effectively examine the challenges it faces. Its yearly changes to its executive board require a
consistent plan for smooth transition. An increase of registered student organizations (RSOs)
affects ASig’s membership numbers, which influences all areas of the fraternity because men
may join other organizations instead of ASig. This section provides information on how ASig
can become more attractive to its publics by developing diverse opportunities.

2.1 Definition & Scope of Situation

Alpha Sigma Phi is a fraternity that aims “to better the man” through the creation and
perpetuation of brotherhood founded upon the values of personal character: silence, charity,
purity, honor, and patriotism. Each member pays an average of $525 each semester in
membership fees, which is $1,050 yearly. The annual estimated budget is calculated by
multiplying the number of members by the membership fee. The dues are subject to change by
the fraternity’s headquarters and how many new members join the chapter. These membership
fees are used in the chapter’s operating budget. As of fall 2018, ASig has 95 active members,
which means its budget this year would be $104,025. Membership dues go toward insurance,
social activities, house cost, philanthropy, and a 10 percent contingency cost that acts as a safety
net for the chapter. The budget document is drafted by the chapter’s treasurer and is revised and
voted on by a chapter to decide how the money is divided between the executive chairs. Senior
members of the chapter have discounted dues and are offered fewer services than nonsenior
members in recognition of their longevity as members, and because they use less resources as
other members.

ASig needs to modify its relationship with its members and the student body of ISU. While the
chapter serves several philanthropies, many students do not know this fact. This gap in
knowledge inhibits the fraternity from reaching its fundraising potential. The slogan of the
organization is to “better the world through better men” by fundraising and advocating for
charity. The lack of awareness of its distinguished charities means the members are not
improving themselves. The funds raised for philanthropies by the ISU chapter are significantly
lower than the national ASig average of $40 per man.

The inconsistency in communication is another problem the fraternity faces. It does not currently
require documentation from any of its positions except for secretary and treasurer.
Documentation may include but is not limited to: contact information, budget spreadsheets,
proposed ideas, past events, chapter minutes, and letters/forms from Illinois State University.
Examples of the budget and chapter minutes are shown in Appendix C and D. The absence of
documentation does not allow the organization to effectively examine itself with each executive
board. The different aspects and complexities of each position on the board require uniformity so
the chapter can progress. Ambiguity in an organization of ASig’s size and popularity can be
dangerous to the future of the chapter.

2.2 Stakeholders Effected

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Alpha Sigma Phi has several publics at Illinois State University. Each plays a role that serves to
sustain the fraternity on campus.

External stakeholders include Illinois State University and its students as well as potential new
members (PNMs). If ASig presents a risk to the university and its students, it can result in a
suspension or its removal. The Fraternal Information and Programming Guide (FIPG) was
created to provide information on risk management issues that fraternities and its host, Illinois
State University, are to follow. As of June 2017, the risk guidelines by the FIPG include: alcohol
and drugs, hazing, sexual abuse and harassment, fire health and safety, and education, and each
topic has parameters that each fraternity is to follow (Fraternity Executives Association, 2017).
These guidelines are to be followed for the safety of the students of the university and the
members of Alpha Sigma Phi.

Internal stakeholders include active members, pledges, and the fraternity’s National Chapter. The
active members contribute to the chapter’s longevity. Pledges are crucial to the organization
because they allow for its development. If pledges, who then become active members, did not
replace members who exit the chapter, the chapter would not be able to continue. The National
Chapter of Alpha Sigma Phi is imperative to all chapters of the fraternity. Each chapter reports to
headquarters to ensure they are progressing and acting within the fraternity’s set guidelines.

2.3 Competition
Alpha Sigma Phi is not the only fraternity on Illinois State’s campus. Though it offers many
benefits, it still competes with other fraternities.

Below are different categories of fraternities offered at ISU. They are in alphabetical order and
ranked on its competition threat level as: 1 (weak), 2 (moderate), and 3 (strong). Those that are
considered weak (1) are not considered threats because they are on probation and/or cater to
specific groups such as race, religion, or talent(s). Groups in the moderate (2) category have the
potential to be competition, if their missions are similar to Alpha Sigma’s. Competitors at the
strongest level (3) offer equal or more opportunities for PNMs than ASig. Business fraternities
have not been considered competition because they are multi-gendered and do not forbid its
members to be members of a fraternity under the Interfraternity Council (IFC). This comparison
is limited in scope because it does not take into account the chapter dues/fees for each fraternity.
Those numbers are not published and are subject to change annually at the discretion of the
organization. However, a similar amount of dues/fees can be applied and have been taken into
account and compared with the information that is made public. The types of fraternities have
been broken down into separate sections and ranked accordingly.

2.3.1 Illinois State University Fraternities

The following list presents ISU fraternities in alphabetical order, gives the numerical ranking of
competitiveness, and summarizes concisely what the grounds for competition is. This quick
synopsis shows the criteria for what is most valued when joining a fraternity: their standing, if
they have a house, and the values they seek to provide and teach their members mentioned in
their visions (Dean of Students Office, 2018).

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 • Acacia (3): Acacia seeks to improve the moral, mental, and social development of its
members with its motto “human service.” They are in good standing and moved into a
new house last year.
• Alpha Gamma Rho (1): AGR is an agricultural fraternity that is committed to fostering
high values and providing all members with lifelong personal development, and
professional success. It is currently on substance restriction and restrictive disciplinary
probation status.
• Delta Upsilon (2): Delta Upsilon is new to campus, becoming established last year, and
serves to build better men for society through service, leadership development, and
lifelong personal development. They are dedicated to building a diverse membership
base, are in good standing, and have purchased a house.
• Farmhouse (3): The members of Farmhouse are “building the whole man” with a four-
fold development: intellectually, spiritually, socially/morally, and physically. They are in
good academic standing and have an established house close to campus.
• Kappa Sigma (2): Kappa Sigma is a new fraternity introduced to the campus and is
currently a colony. The fraternity’s mission statement is outlined by five points:
complement and enhance the education mission of the host institution, promote the ideal
brotherhood, actively contribute to the personal growth and development of its members,
promote ethical behavior and decision-making, and encourage service to others. They are
in good standing and are not housed.
• Phi Gamma Delta (2): Phi Gamma Delta, known as “Fiji” on campus, unites men in
enduring friendships, stimulates the pursuit of knowledge, and builds courageous leaders
who serve the world that best that is in them. They have purchased and moved into a new
house but are on disciplinary probation status and substance restriction.
• Phi Mu Alpha Sinfonia (2): Phi Mu Alpha Sinfonia is a music-based fraternity that
focuses on the development of the best and truest fraternal spirit, the mutual welfare and
brotherhood of musical students, the advancement of music in America, and a loyalty to
the Alma Mater. They are in good standing and are not housed.
• Pi Kappa Phi (3): The fraternity Pi Kappa Phi’s mission is to create an uncommon and
lifelong brotherhood that develops leaders and encourages service to others for the
betterment of its communities. They are in good standings and housed.
• Sigma Nu (3): The mission of Sigma Nu is to develop ethical leaders inspired by the
principles of love, honor, and truth, to foster the personal growth of each man’s mind,
heart, and character, and perpetuate lifelong friendships and commitment to the fraternity.
They are in good standing and are housed.
• Sigma Pi (1): Sigma Pi’s mission is to advance man’s quest for excellence with their core
values: to promote fellowship, develop character and leadership, advance heightened
moral awareness, enable academic achievement, and inspire service. They are housed but
are on disciplinary probation.

2.3.2 Illinois State University Multicultural Fraternities

The following list presents ISU multicultural fraternities in alphabetical order, gives the
numerical ranking of competitiveness, and summarizes concisely what the grounds for
competition are. Multicultural fraternities are not included with the previous fraternities because
they are specified to race, religion, or ethnicity. These fraternities are established to honor a
particular, innate attribute that are not possessed by all participants of fraternity rush. They are

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ranked based on: their standing, if they have a house, and the values they seek to provide and
teach their members mentioned in their visions (Dean of Students Office, 2018).
• Alpha Epsilon Pi (1): Alpha Epsilon Pi, unites Jewish college men who look to seek the
best college experience. Its mission is to develop future leaders in Jewish communities
through acts of brotherhood, charity, social awareness and support for Jewish
communities and Israel. They are housed and in good standing.
• Alpha Phi Alpha (3): Alpha Phi Alpha, is the first African-American intercollegiate
Greek-lettered fraternity. Its mission is to develop leaders, promote brotherhood and
academic excellence, while providing service and advocacy for our communities. They
are in good standing and not housed.
• Kappa Alpha Psi (2): The mission of Kappa Alpha Psi, an African-American fraternity,
is to unite college men of culture, patriotism, and honor in the bond of a fraternity. They
are not housed and are in good standing.
• Omega Psi Phi (1): Omega Psi Phi, an African-American fraternity, seeks to bring about
the union of college men and similar high ideals of scholarship and manhood in order to
stimulate the attainment of ideas and ambitions of its members; occupy a progressive,
helpful, and constructive place in political life of the community and nation; foster the
humanity, freedom, and dignity of the individual; and aid downtrodden humanity in its
efforts to achieve higher economic and intellectual status. They are not housed and are on
probation.
• Phi Beta Sigma (1): Phi Beta Sigma is an African-American fraternity, whose mission is
to foster brotherhood, scholarship and service. They are not housed and are on academic
probation.
• Sigma Alpha Mu (2): The colony’s mission is to foster the development of collegiate,
Jewish, men and its alumni by instilling strong fraternal values, offering social and
service opportunities, encouraging academic excellence and teaching leadership skills.
They are in good standing and are not housed.
• Sigma Lambda Beta (1): Sigma Lambda Beta is a Latino-based fraternity that seeks to
nurture and further a dynamic, values-based environment which utilizes their history as a
catalyst to better serve the needs and wants of all people. They are on academic probation
and are not housed.

2.4 SWOT Analysis

The SWOT analysis is an examination of Alpha Sigma’s strengths, weaknesses, opportunities,
and threats that highlight the areas advantage, disadvantage, development, and limitations for
future growth. Each SWOT aspect is stated (aspect), what that means for the organization
(implications), and what benefits can be predicted for the future (possible actions).

Aspects Implications Possible Actions

Strengths Well known on campus Offers a competitive Gain popularity with

advantage in recruiting publics
new members

Has a house on campus Offers members a place

to live

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Has multiple
philanthropies
Weaknesses Lack of racial and
ethnic diversity
No consistency between
executive boards
Lack of documentation
and direction for board
leaders
Need to explain the
lapse in the chapter’s
existence and how its
better now
Opportunities Probation/closure of
other fraternities
Has several
philanthropies
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Marketing opportunity to
draw in potential new
Proves they are members
committed to their
mission and vision Highlight this during
recruitment and on
campus
Lack of diversity and Marketing the
inclusion within the organization as an
organization inclusive and welcoming
organization based off
resources from Dean of
Students office
Inconsistent with Create a handbook for the
organizational values chapter’s executive board
Inconsistent Quarterly meetings,
performance within the organizational procedure
organization and binder, and
knowledge of duties implementation of forums
required. (documentation) for each
position
People may assume the Communicate broadly
reason for the chapter’s about ASig through its
closure in the 1990s value
was because of
punishment for
nefarious activities
Can allow for higher Cater to PNMs who
recruitment numbers wanted to rush fraternities
on probation
This can bring more Highlight these through
exposure to the different events
fraternity and charity
 Threats Other fraternities Potential new members Marketing technique for
may choose to join a gaining potential new
different fraternity or members
organization

The suspension of
Probation and/or several fraternities can Develop an internal set of
suspension because of cause more scrutiny on guidelines to monitor the
any members’ existing fraternities behavior of members
imprudent, improper,
illegal behaviors
Communicate the real
Stigma of Greek People avoid Greek value of being a member
organizations on college organizations without a while in college and after
and university campuses second thought graduation

2.5 Market Position

Alpha Sigma Phi seeks to “better the world through better men” (See Section 1.4) by not only
having its members participate in various acts of charity, but by instilling the qualities of silence,
charity, purity, honor, and patriotism (Appendix A). These qualities are a mold for leaders. The
last two student-body presidents at Illinois State have been men from Alpha Sig, proving the
chapter’s mission (See Section 1.3). It has also had several of its members serve on the IFC
executive board, and the executive board of several business fraternities on campus. The assorted
philanthropies it helps demonstrate the values its members embody. However, with its low
fundraising efforts, it neglects the five core qualities and inhibits the chapters ability to grow,
which in turn effects its members.

ASig is a valued organization on Illinois State University's campus and is a good competitor
against other RSOs, especially fraternities. It is unique in the way it combines its service to
multiple philanthropies and its participation in other RSOs’ activities (see Section 2.3). ASig’s
low biannual dues allows its members to focus on being a good person and not just another
member of an organization. In order to stay as one of the most favorited fraternities at ISU and
be the foundation for future leaders, it should follow the proposed plan to increase diversity,
philanthropic endeavors, and to guide executive transitions.

Within the fraternity market on Illinois State University campus, ASig is seen as a repositioner.
A repositioner is an organization that remakes itself and repositions itself among competitors
(Smudde, 2015, p. 183). After reinstating itself as a registered student organization in 2011, ASig
has positioned itself as a top competing fraternity on campus. Separating itself from its previous
image of lacking membership and declining campus presence. Given the info in the previous
sections, Alpha Sigma Phi—Delta Omicron chapter has rebuilt itself as a competitor in ISU
fraternity market.

3.0 Plan

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This section provides a specified plan of action for Alpha Sigma to implement during the
calendar year 2019. The reason for this is to have the plan coincide with the chapter’s biannual
budgets and its annual executive elections that are held in November. This section builds upon
the previous two sections and will help ASig make essential changes that will effectively carry
out its mission and fulfill its vision. The subsequent sections include objectives, strategies, and
tactics; critical success factors; key performance indicators (KPIs); budget and resources
allocations; an implementation timeline; and evaluation approach.

3.1 Objectives, Strategies, and Tactics

The table below includes objectives, strategies, and tactics that are needed to enable the chapter
to get closer to its vision. Objectives are particular outcomes being sought that include a desired
effect, a measurable goal, a defined target audience, and a deadline. They are supported by
rationales and benchmarks for the goals stated in the objectives. Rationales reinforce why a
particular goal is given in an objective, while benchmarks show a recent point of comparison for
an objective’s goal to give it context. Strategies group a specific course of action that will be
used to reach or exceed each objective and ensure they have been completed. The particular way
a strategy would be enacted is called a tactic, and tactics consist of one or more actions that fit
the strategy to accomplish the objective to which they are tied.

Objectives Strategies Tactics

1. Increase diversity of incoming Targeted Recruit PNMs that disclose they

members by eight men by Fall Rush, Recruitment are of nonwhite descent.
September 13, 2019.
Recruit PNMs that disclose they
do not identify as heterosexual
(Rationale: Nearly 25 percent of Illinois and/or cisgender
State University’s population is nonwhite
ISU, 2016). Social Media Create a more diverse following
on Twitter
(Benchmark: Approximately 13 AƩΦ-
ΔΟ members out of 95 are nonwhite.) Create a more diverse following
on Instagram

Create a more diverse following

on Facebook

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2. Require each member to participate in
five other RSOs’ philanthropy events by
April 30, 2019.
(Rationale: Participating in other RSOs’
charities will encourage them to
participate in Alpha Sig’s events.)
(Benchmark: Participation in these events
is not currently recorded. It is estimated
that the organization as whole participates
in all sorority and fraternity events, but it
is not known who or how many
participates in what.)
3. Increase philanthropic donations to
$15 per man by November 30, 2019.
(Rationale: Alpha Sigma Phi— Delta
Omicron Chapter is, on average, a 100-
man chapter. In previous years, it has
failed to raise more than $5 a man
consistently, well below the $40 a man
reported by headquarters.)
(Benchmark: It is estimated that on
average AƩΦ-ΔΟ raises about $5 to $7
per man.)
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Audience Require members to attend and
Participation record the philanthropies they
attend
Contact other RSOs and
personally invite them to Alpha
Sigma Phi’s events
Reward members for meeting
and, especially, exceeding
attendance requirement
Event Create an event for RAINN in
Development April, which is National Sexual
Abuse Awareness Month
Create an event for the Humane
Society in October, National
Adopt a Shelter Pet Month
Sponsor an “alcohol free
weekend” in April for Aware
Awake Alive
Create an event for Veterans day
for Home for Our Troops
Collect clothes, toys, and money
for Big Brother Big Sister of
Central Illinois in January,
National Mentoring Month
Social Media Posts introducing the event
Posts through duration of the
event
 4. Increase twitter following to 1,200 Audience Require members to follow
people by December 31, 2019. Participation

(Rationale: Provides larger outreach to Social Media Create a mid-semester follow

potential new members. This is their most
neglected social media account.)
(Benchmark: AƩΦ-ΔΟ typically only
posts about birthdays and does not take
advantage to post about their events and
other aspects of their brotherhood. They
currently have 907 followers.)
Analytics contest
Follow accounts back
Use Twitter analytics to find
most popular tweets. Also use
SMACC Lab tools, if possible.

5. Create an executive handbook for
current and future executive board
members to use as reference by April 30,
2019.
(Rationale: Each executive board can
have a frame of reference to keep the
organization consistent. The organization
does not currently require anything to be
documented other than weekly chapter
minutes and bi-annual budgets)
Audience Have executives and each chair
Collection accumulate documents that
document their policies,
procedures, and positions that are
required for the chapter to
operate in every regard
Plans for each chair if AƩΦ-ΔΟ
Crisis is over budget
Procedure
Plans for all chairs, if they are
not meeting their requirements

(Benchmark: There is no document to Develop internal set of rules to

guide AƩΦ-ΔΟ leaders from year to year.) monitor behavior of members.
Check with the national
organization and ISU Dean of
Students office for guidance

3.2 Critical Success Factors

The table below shows the four categories of factors that could positively and negatively affect
Alpha Sigma when it is trying to complete its objectives.
• Opportunities: occasions where an organization can capitalize on a situation to build its
image and accumulate support and engagement from its targeted publics
• Barriers: can include but are not limited to ideological, attitudinal, or social opposition to
relevant restrictions of Alpha Sig operations
• Environment: internal and external factors that could affect the completion of Alpha Sig’s
objectives and organization as a whole
• Resources: anything AƩΦ-ΔΟ may require that is in its control or somehow obtainable to
complete objectives

Objectives Opportunities Barriers Environment Resources

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1.Increase Campaign on People may Willingness of current Flyers/Handouts
diversity of the quad ignore those members
incoming campaigning Passionate
members by Go to the Access to the dorms members
eight men by dorms Need special
Fall Rush, permission to IFC may see it as Rule/Guidelines
September 13, Target people enter dorm discrimination from IFC
2019. at recruitment
Have to find Survey of
Take survey of out rules from demographic
recruited IFC questions
pledges and
have them
mark their
ethnicity

2. Require RSO May not be Financial limitations Event Recording

each member Exchanges able to attend sheet or record on
to participate Time restraints completed hours
in other RSOs’ On Campus Members may sheet
philanthropy campaigning not want to Favoritism
events by April participate if Hold celebration
30, 2019. Can be it costs a Number of events for members who
replicated each significant provided by other completed and/or
semester amount of RSOs exceeded
money philanthropic
attendance goal
Members may
favor one
RSO over
another

3. Increase Multiple College Financial Limitations Flyers

philanthropic organizational students are
donations to philanthropies not typically Personal connections Social Media
$15 a man by able to donate posts
November 30, Campus is to many Intrinsic and/or
2019. highly aware of organizations extrinsic motivation Budget
Alpha Sig
People like to Members to
donate to campaign/recruit
places they
are connected Donation
with collection

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 4. Increase Members’ Apathy of Reposting/Retweeting Internet
Twitter personal members is left to chance
following to accounts Social media
1,200 people Might not Vanity metrics are not accounts
by December Supporters of retain always important
31, 2019. ASig information Computer or
cellphone with
Festival ISU access to internet
and social media
accounts

5. Create an Collect Chair member Document Binder/Object to

executive throughout might forget loss/destruction hold documents
handbook for leaders’ time in
current and their positions Chair member Technical difficulties Documents
future might not do relative to each
executive it since it has Lack of motivation of position
board never been chair member
members to done before
use as
reference by
November 30,
2019.

3.3 Key Performance Indicators (KPIs)

KPIs are measurable actions for Alpha Sig to use for the duration of the proposed plan to
guarantee success. ASig’s executive board should frequently check to make sure they are
following these steps, and compare them to the benchmarks or, if a benchmark does not exist,
other points of comparison.

• Objective 1 — Increase diversity of incoming members by 8 men by Fall Rush,

September 13, 2019.
o Benchmark — It is estimated that approximately 13 ASig members (out of 95) are
non-white.
o KPI — Examine potential pledges throughout recruitment.
▪ Ask appropriate questions, if allowed.
• Objective 2 — Require each member to participate in 5 other RSOs philanthropy events
by April 30, 2019.
o Benchmark — Participation in these events is not currently recorded. It is
estimated that the organization as whole participates in all sorority and fraternity
events, but it is not known who or how many participates in what.
o KPI — Count how many hours per member have been done mid-semester.
▪ Evaluate if number needs to be changed.
• Objective 3 — Increase philanthropic donations to $15 per man by November 30, 2019.
o Benchmark — It is estimated that on average the chapter raises about $5 to $7 per
man.

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 o KPI — Evaluate fundraising numbers after each philanthropic event.
▪ Examine all after spring 2019 semester
▪ Analyze its profits and average it out by person.
▪ Add all events together at the end of the semester.
• Objective 4 — Increase Twitter following to 1,200 people by December 31, 2019.
o Benchmark — The fraternity typically only posts about birthdays and does not
take advantage to post about their events and other aspects of their brotherhood.
They currently have 907 followers.
o KPI — Earn an average of 25 new followers a month.
▪ Examine relationship between new followers and post. Repeat or change
online behavior as needed.
• Objective 5 — Create an executive handbook for current and future executive board
members to use as reference by November 30, 2019.
o Benchmark — No current benchmark.
o KPI — Conduct an inventory of each chairs’ contents once a month.
▪ Analyze which chairs have the most documents and evaluate their
importance.

3.4 Budget & Resource Allocations

The budget for this plan includes internal and external income for Alpha Sigma Phi—Delta
Omicron chapter’s 2019 fiscal year shown in Appendix F. The budget includes expenses from
the proposed plan’s tactics for the objectives it serves. These numbers are based on the chapter’s
previous budget and research on similar activities.

The budget is a document drafted by the chapter’s treasurer, and it is revised and voted on for
approval as a chapter. Within the budget is an outline of predicted costs for the chapter to
function during the semester. These costs include, insurance, philanthropy, social, contingency,
etc. Total expenses are listed towards the bottom of the budget. This portion of the budget shows
the total cost before two additional fixed charges and it shows the cost with the two additional
fixed charges. The 10 percent contingency charge takes 10 percent of the total and adds
additional money to the total expense. This money is to provide the chapter with extra capital.
Another 10 percent is charged as house savings and set aside in a different account. This money
will be used to purchase a permanent home for the chapter. The cost per member is the new total
divided by the number of active members. The chapter also provides discounted membership for
members of the fraternity in their senior year because they do not use as many resources.
Members that are a part of the senior bundle only pay for a few services the fraternity provides.
Therefore, their membership dues are lower.

This budget offers opportunities to advance ASig as a leading fraternity on campus and further
follow the organization's overall goals of all members. For example, upholding Alpha Sigma
Phi’s pledge to philanthropy through investing in increasing the chapters overall participation.
The budget reflects the goal of upholding the organization's values and strengthening the
organization from the inside out.

It is important to note that we are not currently budgeting for the goal to increase organizational
diversity, although there may be potential to do so in the future. Through working directly with

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the Dean of Students office, ASig can gain insight into how to best approach the goal of
increasing diversity within the organization.

3.5 Timeline (beginning with the proposal’s acceptance/approval)

If Alpha Sigma Phi were to accept the proposed plan, it will need to follow a timeline beginning
on January 6, 2019 shown in Appendix E. The purpose of this timeline is to monitor each
objective and its tactics so that they are meeting their deadlines. The timeline shows a week-by-
week account for which objectives and tactics would occur. Overlaps may occur, so each task
has been color coded to match a particular objective. These overlaps can create more exposure
for ASig but can also cause inefficient implementation of the tactics. If a mistake were to cause
an inefficient application of the objectives or tactics, evaluate its progress, or lack thereof, and
decide if the objective or tactic can be extended, eliminated, or moved to a later date. Careful
planning will be needed to ensure each tactic is effective in maintaining the objective. The
timeline also shows breaks for certain objectives and tactics that correspond to Illinois State
University’s summer vacation, when the chapter is not meeting weekly and the particular
objectives and tactics cannot be executed. The timeline allows for planning and evaluation of
each objective and tactic, which explains why the dates of the timeline may not exactly match
the deadline of the objective. The objectives should begin at their specific start date, and their
corresponding tactics should be implemented according to the date above. The planning and
evaluation of each action is critical to examine its success and decide if it should be re-enacted in
the future. This step is determined by the executive board and is flexible and subject to change.

3.6 Evaluation Method & Anticipated Results

To ensure the plan is being effective, measurements need be taken throughout the duration of the
proposed objectives, and at the end of the plan in December 2019. The measurements to evaluate
the plan are specific to a particular objective and include: increasing diversity, evaluating
participation in other RSOs, monitoring the average amount of fundraising throughout the year,
using analytics to monitor twitter progressions, and tracking the documents kept by each
executive chair member. These measurements correspond with the KPIs (See Section 3.3) that
are to be evaluated periodically for the duration of the plan.
• Objective 1 — Increase diversity of incoming members by eight men by Fall Rush,
September 13, 2019.
o If eight or more men fall into one of the racial categories that are nonwhite
students, as categorized in Illinois State University's Fact Sheet (Illinois State
University, 2016), the objective can be considered a success. The minimum
number of diverse recruits should match the diverse population of Illinois State.
o If the objective is unsuccessful, adjust the amount of diverse men, as categorized
in the ISU fact sheet (Illinois State University, 2016) to something that is more
attainable.
• Objective 2 — Require each member to participate in five other RSOs philanthropy
events by April 30, 2019.
o If each member meets or exceeds the requirement of attending five or more
philanthropic events put on by RSOs, excluding Alpha Sigma Phi, the objective
will be successful.
o If the objective is unsuccessful, adjust the required amount to reflect opportunities
available.

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• Objective 3 — Increase philanthropic donations to $15 per man by November 30, 2019.
o If each member raises $15 or more, then the objective will be considered
successful.
o If the objective is unsuccessful, adjust fundraising efforts by each member and the
chapter as a whole. If agreement cannot be made, considering lowering the
amount per man.
• Objective 4 — Increase twitter following to 1,200 people by December 31, 2019.
o If Alpha Sig’s earn 25 new twitter followers a month or earns 300 new followers
over the next 12 months, the objective was successfully met.
o If the objective is unsuccessful, adjust social media efforts and review most and
least successful posts (i.e. contests, birthday posts, philanthropy announcements,
etc.).
• Objective 5 — Create an executive handbook for current and future executive board
members to use as reference by November 30, 2019.
o If all executive positions collect important documents (i.e. contact information,
expense reports, chapter minutes, Illinois State University required forms, etc.) for
their successor, then the objective was successful.
o If the object is unsuccessful, adjust efforts and require new executive members to
collect required documents

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Appendices

A. ALPHA SIGMA PHI FRATERNITY: PHILANTHROPIC PARTNERSHIPS

HANDOUT

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B. ALPHA SIGMA PHI ORGANIZATIONAL STRUCTURE

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C. EXAMPLE OF ALPHA SIGMA PHI DELTA OMICRON CHAPTER MINUTES

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Page 24 of 34
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D. ALPHA SIGMA PHI DELTA OMICRON FALL 2018 BUDGET

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E. PROPOSED 2019 TIMELINE

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F. PROPOSED 2019 BUDGET

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Page 33 of 34
References

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Big Brother Big Sisters of America. (December 2016). A big thank you for national mentoring

month. Retrieved from http://www.bbbs.org/2016/12/big-thank-national-mentoring-

month/.

Dean of Students Office. (2018). Fraternities and sororities: Chapters. Retrieved from

https://deanofstudents.illinoisstate.edu/involvement/fraternal/chapters/#tabs-accord-

mgc4|tabs-accord-bglc4|tabs-accord-ifc4.

Fraternity Executives Association. (2017). Resources. In Fraternal Information and Programming

Group (Ed.). FIPG risk management guidelines (June 2017 ed.). Retrieved from

http://www.fipg.org.

Illinois State University. (2016). Planning, Research, and Policy Analysis (Ed.). University

factbook (Fall 2016 ed.). Retrieved from

https://prpa.illinoisstate.edu/FactBook2016_Final.pdf.

NCADD. (2018). Alcohol awareness month. Retrieved from https://www.ncadd.org/about-

ncadd/events-awards/alcohol-awareness-month.

RAINN. (2018). Your 2018 guide to sexual assault awareness and prevention month. Retrieved

from https://www.rainn.org/SAAPM2018.

Smudde, P. M. (2015). Managing public relations: Methods and tools for achieving solid

success. New York: Oxford University Press.

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