Acafellaz

Strategic Organizational Plan

Prepared by:

Sydney Gear, Kate McCarthy, Leah Maertens,

Maire Maloney, and Melissa Burgett

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To: The Acafellaz
From: PRemier Passions
Date: 4/1/2021

We would like to thank the Acafellaz for choosing PRemier Passions to present a strategic plan
proposal to improve the organization. PRemier Passions would like to preserve the inspirational
group culture and share the positive image of the Acafellaz among the Bloomington-Normal
community and Illinois State University students. We believe their musical talents can bring
happiness to others during these difficult times. Our intention is that by spring of 2022, the group
will have higher morale, revenue, and engagement with the community.

PRemier Passions will establish a 9-month plan that will produce results in spring 2022. We
determined that the knowledge of the executive board members could improve through the
creation of a training manual with transparent guidelines of day to day functions of the group and
the responsibilities of each member. PRemier Passions plans on increasing group revenue and
public engagement. Due to the pandemic, the group's numbers have dwindled in membership and
morale has plummeted, however, we intend to reach out to prospective members in the ISU
community and better the attitudes of current members. We also anticipate to improve public
awareness within ISU’s student body by putting up flyers and creating a consistent social media
posting schedule.

We hope you find this plan beneficial to your organization and we appreciate the opportunity to
work with the Acafellaz. We are extremely excited to work with you! If you have any questions
or concerns, please let us know!

Sincerely,
PRemier Passions
-Sydney Gear -Kate McCarthy -Melissa Burgett
-Leah Maertens -Maire Maloney

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Table of Contents

Executive Summary .......................................................................................................................4

1.0 Organization Background ........................................................................................................5
1.1Business Definition .......................................................................................................5
1.2 Vision............................................................................................................................5
1.3 Mission.........................................................................................................................5
1.4 Organizational Structure..............................................................................................6
2.0 Situational Analysis.................................................................................................................8
2.1 Scope of Situation........................................................................................................8
2.2 Stakeholders Affected .................................................................................................9
2.3 Competition ...............................................................................................................10
2.3.1 Illinois State University A Cappella Groups...........................................................10
2.4 SWOT Analysis..........................................................................................................11
2.5 Market Position..........................................................................................................14
3.0 Plan.........................................................................................................................................14
3.1 Objectives, Strategies, and Tactics.............................................................................15
3.2 Critical Success Factors..............................................................................................18
3.3 Key Performance Indicators.......................................................................................24
3.4 Proposed Timeline......................................................................................................26
3.5 Proposed Budget.........................................................................................................26
3.6 Evaluation Method and Anticipated Results ..............................................................26
Appendix.......................................................................................................................................29
A. Proposed Timeline.............................................................................................................29
B. Proposed Budget................................................................................................................30
References......................................................................................................................................32

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Executive Summary
The Acafellaz are a Registered Student Organization (RSO) that is welcome to male
Illinois State University students that have a passion for music and singing regardless of
experience. The organization seeks to foster relationships between members and builds a
community to express themselves through music.
The demographic that the Acafellaz intend to reach are students at ISU who are seeking
an RSO or welcoming community to join, and who have a passion for music. The Acafellaz will
also reach out to the community in order to share their own musical expression and talent, while
also creating a unique brand that exemplifies the personality of the group. Community members
that appreciate the Acafellaz will be targeted, such as alumni, fans of concerts, and music lovers
of all ages.
This proposed project plan aims to implement ways to improve the RSO group
throughout the 2021-2022 school year. The information obtained to create the project plan was
received through interviews held with Music Director, Jean Garcera and Treasurer, Matt Seper as
well as online surveys from all current members. The executive board presented the
organization’s strengths and weaknesses which led us to create a plan with objectives to reach
their goals. The objectives for this plan include:

● Increase knowledge of executive board roles by 50% of current executive board members
by August 2021.
● To increase group revenue from community members of the age of 35-65 and ISU
students of the age 18-25 who enjoy fine arts by 15% by August 2021.
● Increase audition numbers of male underclassmen ISU students who enjoy singing, but
do not need experience by 10% by August 2021.
● To increase public awareness by 25% within the on-campus student body at ISU of
students the age of 18-25 who are interested in the fine arts.
● To increase group morale within members of the RSO by 50% by December 2021.
● To increase public engagement of alumni of the ages 25-65, Bloomington-Normal
community members ages 35-65, and parents of current ISU students who all take
interest in a cappella groups by 10% by December 2021.

The plan will be successful if the objectives are met by the laid out dates of the deadlines.
The benchmarks are the current standards of the group and we intend to go beyond those
standards in this plan. A proper training system will provide a smoother transition into executive
board roles with a better understanding of the expected responsibilities and duties as an executive
board member. Through more fundraiser opportunities, there will be a growth in the group’s
revenue. Also, with an improved recruitment plan, the group will see a rise in new audition
numbers. Once the public awareness percentage has raised, performance turnout will increase,
and the general knowledge of the group will become more widespread. The group will be able to
achieve a greater connection between members and more people will be encouraged to join
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based on the positive environment. Lastly, with higher levels of engagement, the group will form
a connection with the community, which will help maintain a strong relationship with their
audience over time.
1.0 Organizational Background
This section explains how The Acafellaz run their RSO throughout the year. It explains
the performances they participate in, their business definition, the organization structure, and
their history and culture as an organization.

1.1 Business Definition

Founded in 1999, the Acafellaz are the all-male acapella group at Illinois State
University. The eighteen member group is devoted to traveling throughout the Midwest to
perform and provide authentic entertainment at local high schools and the ISU community. The
Acafellaz is an organization that fosters opportunities to meet other people and share their love
for music and a cappella with fellow members, other a cappella groups, and members of the
community.
The Acafellaz also strive to provide a form of financial relief for its members through the
Acafellaz scholarship. The amount is usually around $2000, but it depends on the financial status
of the group during the year. This serves as an incentive for members to join and continue their
journey with the Acafellaz and to give a token of appreciation for the members of the group.

1.2 Vision
PRemier Passions created this new vision statement for the Acafellaz because they originally did
not have one. This vision statement will provide the group with a framework to follow for years
to come:

To be a positive influence on the environment of ISU campus that supports musical expression
and education through a cappella music.

1.3 Mission
PRemier Passions recommends that the Acafellaz follow their original purpose statement to fit
their organizational needs and audience:

1. “It shall be the purpose of the Acafellaz to recruit, educate its members on the
foundations of a cappella music, and entertain audiences through our performances." [5]

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1.4 Organizational Structure
The Acafellaz organizational structure follows a traditional hierarchy, which is made up
of four executive board members, 11 active members, and one academic advisor. The term of
office for each executive board position is from the first day of fall semester specified by Illinois
State University to the last day of the consecutive spring semester. Elections of officers are held
annually and nominations are initiated from the floor. All elections are done by vote and the
person receiving a majority vote will be elected. There are three committee head positions that
are filled by active members that will be elected by a two-thirds vote of the quorum. The follow
list includes the Acafellaz executive board positions and the names and duties currently filling
these roles:

○ President- Joey Dwyer

● The President oversees delegation of tasks, represents the group to
the public, and makes final decisions on music for the group.
○ Vice President- Taeed Dismukes
● The Vice President is responsible for booking business which
includes responding to the potential client within five days after
receiving the gig request/email.
○ Music Director- Jean Garcera
● The Music Director is responsible for directing and leading the
group through rehearsal and the audition process.
○ Treasurer- Matt Seper
● The Treasurer keeps a current record of all financial transactions,
develops reports containing a list of all receipts and disbursements
and distributes them among the membership when requested, and
directs the budget.
○ Advisor- Dr. Karyl K Carlson
● The Advisor is a full-time faculty or staff member of Illinois State
University and assists the group in the execution of roles and
responsibilities, serves as a liaison between the school of music
and the group, assists with funds, and provides feedback regarding
its operations.

● Roles of Committee Members

○ Social Media Manager- Jean Garcera
○ Secretary- vacant
○ Choreography Chair- vacant

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1.5 History and Culture
The Acafellaz are an all-male a cappella ensemble from Illinois State University. The
group was founded in 1999 with four participating members. Since then, the group is typically
made up of 18 members who made it through the audition process. Membership is open to any
enrolled undergraduate ISU student who receives positive evaluation of musical ability in an
audition, which will be conducted by their peers. However, members cannot be in any other a
cappella group at the time of their audition. Additionally, all members, aside from those on the
executive board and those who have been members for two consecutive years, must re-audition
at the beginning of every year. Members are expected to pay annual dues of $75.00 per semester
unless otherwise determined by a majority vote. The RSO has a rule in place requiring dues to be
paid before any member auditions for a solo or participating in a performance.

Performing since 1999, the group has toured the Midwest and provides a positive
community and musical influence. The group ideally performs two to ten times a semester,
ranging from concerts to high school tours. Performances include annual fall concerts, high
school tours, and spring concerts. They also participate in the International Championship of
College A cappella (ICCA), they perform at elderly homes, and take part in Acapalooza, which
is a combined fall concert with other ISU a cappella groups. Unfortunately, they are currently
being run online due to the pandemic. This prohibits their ability to perform and rehearse in
person. It has taken away their opportunity to connect with fellow members with in-person team
bonding social gatherings, and has changed their typical routine from previous years.

This group also tries to host three fundraisers a semester to fund the Acafellaz
scholarship. These fundraisers are held at places like DP Dough, Blaze Pizza, and bake sales
where they will sing and perform. All members help fund the group in ways determined by the
Acafellaz each year. A percentage of Fundraising proceeds and income is put towards the
scholarship depending on how much money was made, however, the scholarship amount is
usually around $2,000.

The Acafellaz organization is set up like a democracy when it comes to decision making.
The RSO’s decisions are determined by a vote, requiring every member to be present during the
process. Each member whose dues are paid will be defined as in good standing with the group
and will then be allowed to vote. All decisions are made based on the majority vote.

The culture of their group includes rituals and the relational environment they create in
the group. The group has an “Acafellaz cord” that they sing before and after every performance,
along with singing a piece they composed called “Good Ole Acafellaz” that they sing at spring
concerts. The group also likes to create a family-like setting and close-knit bond between
members. Typically, they like to have team bonding activities like game nights, however this

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year, they were able to go on a retreat together to bring everyone closer since they didn’t have as
many opportunities to meet in person due to the pandemic. The Acafellaz also likes to maintain a
close and supportive relationship between other ISU a cappella groups. Each group will usually
attend the other a cappella groups’s concerts to show support and they will also find times to
hang out together between groups.

2.0 Situational Analysis

This analysis of the Acafellaz a cappella group is critical to the process and progression
of the internal and external restoration of the current issues impacting the groups success. Due to
the effects of the COVID-19 virus as well as a weak executive structure, the Acafellaz have
faced detrimental challenges that have changed the group's dynamic. This section creates a clear
description and presentation of all factors contributing to the current situation. The analysis will
help in the production of strategic planning that will resolve communicative and organizational
problems.

2.1 Definition & Scope of Situation

The Acafellaz is an a cappella group that performs at events along with an annual fall and
spring concert. Their audience is usually college students, however they also perform for
highschools and other members of the community. There are typically 16 members in the RSO,
but they currently only have 11 members. Members are expected to pay yearly dues that do not
exceed $75. Their target audience for recruitment includes any ISU student that loves music and
is interested in a capella. The Acafellaz provides an opportunity for students to meet other
people, share their musical interest together, and perform for community members throughout
the year.

The Acafellaz is in need of a new, organized process transferring power to new executive
board members. Many of last year’s members were upperclassmen and many executive members
graduated, so the current executive board is mostly underclassmen with little experience in the
RSO and their leadership position. During the transition of power for this year’s executive board,
there was no training, no help from previous board members, and problems with internal
communication, leading to major disorganization.

Confusion and disorganization with the executive board will undoubtedly affect the entire
organization and cause disarray. Along with that, if communication is lacking on the executive
board, they are not going to be able to effectively communicate with the rest of the Acafellaz. To
solve this issue, a structured training process should be implemented to prepare new executive
boards for their position and what is expected of them. There should also be an agreed upon
method of communication that works best for all members.

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 There are currently two different emails that the executive board members use, however
there were issues with obtaining login information in the beginning of the year. Their
communication vehicle for reaching out to members is via GroupMe, however if members are
not being responsive, board members will text the members individually. The several different
communication vehicles makes it difficult to stay organized with messages and sometimes
results in unresponsiveness between members. To keep communication more organized there
should be a more consistent method of communication with the expectation that everyone is
responsive and checking their messages.

The Acafellaz also needs to increase their exposure in new ways since their traditional
exposure methods are not available due to the COVID-19 pandemic. The Acafellaz are used to
relying on events like festival ISU to attract attention to their organization. They decided to post
more on social media to gain more exposure and encouraged members to expose their peers to
the RSO through word of mouth. Unfortunately, these methods were far less effective than
desired. Because of this, the group had a much smaller turn out at the auditions, resulting in the
group having less members than previous years. Lack of exposure will also take away from the
amount of support and donations if more community members are not aware of the RSO. That
will cause a financial blow for the Acafellaz. Lastly, this will affect the amount of audience
members in any future performances they put on.

The Acafellaz should use various ways to gain exposure, using any tools they have to get
the word out. It could be beneficial to look into more traditional methods like print media, flyers,
and email advertisements. There are many ways to display the RSO and the more methods they
use, the better chances the group has to solve this issue.

2.2 Stakeholders Affected

The Acafellaz is a Registered Student Organization (RSO) for students who are interested
in the performing arts at Illinois State University. Each of the stakeholders serve a vital purpose
to maintain and uphold an outstanding reputation. The External stakeholders include supporters
from the community, alumni, family members, and friends that come to attend the various
ensembles presented by the Acafellaz including concerts, high school tours, and annual
competitions.

The Internal stakeholders include all executive board position members, student advisors
employed at the university, volunteers, as well as all good standing paying members. The
organization operates solely from the internal stakeholders as the members of this RSO are the
most important and there would be no motive or reason for this organization to prevail without
the internal stakeholders sustaining all operations.

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2.3 Competition:
The Acafellaz are a part of a close-knit a capella community here at Illinois State that
consist of four groups differing in styles and rehearsal schedules. Those groups are the Acafellaz,
Clef Hangers, On the Brink of Normal, and Secondary Dominance. All groups are Registered
Student Organizations and are operated and managed by the student members themselves with
the help of one faculty advisor each. All groups participate in high school tours where they
perform for high school choir programs, various charity performances, and their own shows
across the ISU campus. In a normal year, they hold auditions together on one day where
auditionees perform one song per group, and the acapella groups choose who they feel would fit
into their group.

Illinois State University A cappella Groups

● Clef Hangers: The Clef Hangers are the first ever mixed a capella group at Illinois State
composed of 16 male and female voices. They are open to all majors, and auditions take
place on a semester by semester basis.
● On the Brink of Normal: This group is the second mixed a capella group composed of
ISU students of any major and includes all genders. They primarily sing jazz a capella
and hold auditions every year for new members.They are open to all majors, and
auditions take place on a semester by semester basis.
● Secondary Dominance: Secondary Dominance is Illinois State University’s premier all
female a capella group. They arrange and perform music ranging from pop, to rock, to
Broadway hits. They are open to all majors, and auditions take place on a semester by
semester basis.

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2.4 SWOT Analysis

Aspects Implications Possible Actions

Strengths ● Individual members’ ● Pickier with who is

● Smaller group strengths can be chosen for auditions
● Ability to adapt to highlighted ● Better connections
different ● Accountability are made within
environments ● Easier to communicate ● Overall expenses
● Positive relations with less people will be lower with a
with other a capella ● More experience with smaller group
groups using technology ● Expands their
● Expanding your abilities for years to
network professionally come.
and socially

Weaknesses ● Disorganized ● Lack of support and ● Training meeting

transfer of power consistent information with previous
● Inconsistent from previous officers officers in March of
attendance at ● Lack of new members April
auditions and new ideas ● Publicize auditions
● Group morale is ● Members may leave on social media,
going down the group campus radio
station, and music
courses
● Safely plan
in-person social
events when
possible

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Opportunities ● Online fundraisers ● Might not be as many
can reach more participants to
stakeholders like contribute to the
alumni who cannot fundraisers
see performances in ● Other RSO’s may
person stand out more than
● Work with other the Acafellaz
RSO’s to get a larger ● Difficult to reach as
audience many people because
● Wider available the value and energy of
audience from an online performance
online concerts may be lacking and not
giving the audience the
same concert feel as an
in-person performance
● Trouble distributing
Threats recruits between ● Smaller recruitment
several RSO’s numbers that must be
● Running out of split between other
money from lack of groups can lead to
due payment even smaller group
● COVID testing may numbers
be off putting ● Members may lie
● Lack of exposure about getting tested or
from little publicity refuse to get tested and
and less leave the group
opportunities in ● Dipping too far into
person the club’s savings or
not getting dues at all
will not allow for
events or financial
security
● Little publicity means
less money coming
into the group through
dues or donations.
● Contribute to the
online graduation
event in some way
● Advertise online
events through
social media
● Reach out to the
audience of other
RSO’s while the
groups are working
together to build a
new fanbase
● Better advertise
auditions and
encourage anyone to
try out
● Begin requesting
dues again once
in-person meetings
return
● Demand COVID
testing and proof
● Start online concerts
and streams in order
to show
stakeholders why
the group is worth
donating to and hold
online events and
workshops with
local high schools
online to encourage
future participation
● Find better and
more ways to
advertise their RSO
and any events and
fundraisers they
have
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2.5 Market Position

The Acafellaz are a group that is determined to embrace the natural talent of their
members through song, allowing their abilities to shine together without getting lost in the
instrumental sound of a choir. However, with the current predicament of the COVID-19
pandemic, the Acafellaz must seek new ways to perform for the Illinois State University
audience.

The group is one of four a cappella groups on campus and is generally composed of all
male-identifying members. They have a strong working relationship with the other groups on
campus but compete with them during the recruitment process. Nonetheless, the Acafellaz
distinguish themselves with their subversion of typical gender-based stereotypes and musical
talent.

The Acafellaz audience is typically members of the Illinois State University community,
however they also perform for high school students who are interested in the musical arts and
compete against other a cappella groups in statewide and national tournaments.

The Acafellaz exist in a market where they compete with 3 other similar groups in a niche
market. The Acafellaz must either maintain this relationship in order to have support from the
similar groups or expand their position in order to facilitate independent growth and financial
gain.

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3.0 Plan

This section lists an official plan of action for the Acafellaz to follow to address their
organizational issues from May 31st 2021-November 15th 2021, which is the end of the Fall
semester during the 2021-2022 school year. The intent of this plan is to lead the organization
through changes to carry out the mission and vision statement previously stated. The following
sections include objectives, strategies, tactics, critical success factors, key performance
indicators, a budget, a timeline, and anticipated results.

3.1 Objectives, Strategies, and Tactics

The objectives, strategies, and tactics section contain the intentions that PRemier Passions has
for the Acafellaz to follow in the next year. The objectives are the goals for the group with
numerical value, including benchmarks to determine success and the reasoning behind why we
believe the goals are necessary and achievable. The strategies will offer actions that the Acafellaz
can take to achieve the objectives. Tactics are specified examples of the strategies. These items
are the physical representation of how the Acafellaz can improve and maintain their group's
growth in the future.

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 OBJECTIVES STRATEGIES TACTICS

1. Increase knowledge Training Create an online

of executive board Strategy training manual with
roles by 50% of expected duties.
current executive
members by August New Executive board
2021. Engagement members can shadow
Strategy current members.
Benchmark: Current
knowledge of roles Match each new
and responsibilities is executive board
at 50%. member with a current
executive board
Mentorship
Rationale: New member as a mentor
Strategy
members are unsure before they start their
of what each position new position.
entails. This
objective bridges the
gap of understanding
each executive board
member position.

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2. To increase group Partnership D.P Dough/Chipotle
revenue from strategy fundraiser
members of the
community who are Karaoke Night for ISU
of the age 35-65 and students.
ISU students of the Fundraising
age 18-25 who enjoy Strategy Newsletter to Alumni
fine arts by 15% by with donation page.
August 2021.
Social Media Story
Advertising Fundraiser for
Benchmark: Current
Strategy followers.
fundraisers bring in
on average
$150-$200 based on
previous years. Social Media
Strategy
Rationale: Provides
more awareness of
RSO groups and
gives the group more
opportunities to do
costly events.

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3. Flyers for auditions
Increase audition put in residence halls
numbers of male Recruitment to reach
underclassmen ISU Strategy underclassmen who
students who enjoy are potential singers.
singing, but do not
need experience by Promote auditions on
Event Strategy social media platforms
10% by August 2021.
to encourage people
Benchmark: As of who are interested to
Spring 2021, about audition.
25% of ISU students
know about the Social Media Ask other related ISU
Acafellaz. Strategy social media accounts
to promote the
Rationale: The group auditions/give
has a better chance of shoutouts in order to
gaining talent by reach people who may
evaluating more want to audition.
auditions.
Set up a table by Bone
Center to reach male
underclassmen ISU
students who may be
in search of an RSO to
join.

Require one audition

tape for all a cappella
groups for each
student interested in
auditioning.

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 To increase public
4. awareness by 25% Social media Post meaningful
within the on-campus strategy. content daily.
student body at ISU
of students the age of Interact with other
18-25 who are RSO’s.
Advertising
interested in the fine
strategy. Connect with WZND
arts.
(play their music on
radio or sing a jingle).
Benchmark: Concerts
on campus average Reach out to Vidette
about X audience and have them run an
members each article or feature story.
semester.

Rationale: Low
audience numbers do
not maintain funding
needed to support the
group.

To increase group
5. morale within Team building Group bonding retreat.
members within the strategy
RSO by 50% by Celebratory event for
December 2021. members when small
gatherings are safely
Benchmark: Current allowed.
group morale is at
Small gathering for
50%.
graduating seniors.

Rationale: A negative
environment will not
encourage new
members to join.

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 To increase public
6. engagement of Public Outreach Sing at sports or
alumni of the ages strategy community events
25-65, (National Anthem)
Bloomington-Normal
community members
ages 35-65, and
Sing in Uptown Circle.
parents of current
ISU students who all
take interest in a
capella groups by Offer to sing at events
10% by December in town.
2021.

Benchmark: Public
engagement is at
10% as of Spring
2021.

Rationale: Low
public engagement
reduces morale and
does not maintain the
needed profit margin
for the group.

3.2 Critical Success Factors

The following table describes how the objectives can impact the Acafellaz through four
categories.

• The opportunities that will come from these objectives will improve the Acafellaz internally
and externally, leading to an overall raise in funding, morale, and community.

• Barriers will be the issues caused by COVID-19 and other extenuating factors.

• Environment includes the current climate of COVID-19 issues, such as closed campus, the
potential reopening in the next few months, and difficulties gathering until it is deemed safe.

• Resources include materials, member participation, and finances that will be used to fulfill the
aforementioned objectives.

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Objectives Opportunities Barriers Environment Resources

Increase Provide future Members may not Organized Members to create

knowledge of RSO members have time to workspace and distribute a
executive board with training shadow executive training manual.
roles by 50% of materials to members.
current executive enhance their
members by knowledge. Executive board Role
August 2021. members may not satisfaction Specific time and
sufficiently place where
provide members can
information and shadow executive
tips. Group members.
efficiency

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To increase Allow music Students and Financial A liaison to get in
group revenue lovers’ support community stability touch with D.P
from community from concerts members may not Dough and
members of the and fundraising show up to Chipotle.
events with
age of 35-65 and fundraiser events
members of the Large audience Members to help
ISU students of Bloomington-No due to COVID-19.
turnouts create advertising
the age 18-25 rmal community
who enjoy fine and ISU student and spread the
arts by 15% by body to increase word for
revenue and help Community fundraisers.
August 2021.
alleviate members and ISU
financial students may not $25 to print
burdens. be willing to promotional flyers.
donate due to
COVID-related Members sing at
financial struggles. karaoke night.

A $75 venue cost

to rent out for
karaoke night.

A liaison to get in
touch with venues.

Someone to write a
newsletter for
alumni.

Someone to find
alumni contact
information and to
send out a
newsletter.

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Increase Attract more Students may not Large audition Members create
audition underclassmen be walking turnout. flyers and hang
numbers of to audition with through the quad them up in
male the new, as much to sign up Wide variety of residence halls.
underclassmen efficient method at the sign-up talents.
ISU students of auditioning. booth. $25 to create
Large pool of flyers.
who enjoy
choices and
singing, but do
potential new Liaison to reach
not need
members. out to other ISU
experience by
related social
10% by August Larger a media accounts.
2021. cappella groups.
Borrow a table
from the school.

Members willing to
sit at a table
outside the Bone
Student Center for
audition sign ups.

Members willing to
create promotions
about auditions.

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To increase Current music WZND may not be Improved Liaison to get in
public and new willing to play relationship touch with other
awareness by friendship their music on the with ISU RSOs.
25% within the opportunities radio. student body.
on-campus draw attention to
student body at ISU students and
Liaison to contact
ISU of students Acafellaz will
The Vidette may Sense of WZND.
the age of capitalize on
not want to run an enthusiasm
18-25 who are trends and their
article. while preparing
interested in the positive group
to perform for
fine arts. environment to Liaison to contact
other ISU
advertise the Vidette.
students.
themselves. Target audience
may not be
following
Members willing to
Acafellaz social
interview for the
media pages.
Vidette.

23
To increase Members' May have a hard Membership $375 for retreat.
group morale attitudes can time getting satisfaction.
within improve with together due to
activities that the COVID-19 Strong group
members of the $125 for gas
group enjoys restrictions. bonds.
RSO by 50% driving to retreat.
by December and drives
Group
2021. morale.
cohesiveness.
Members may be
Sign up sheets for
reluctant to all get
retreat.
together due to
COVID-19.

Convenient time
for all members to
Members may find
attend retreat and
a hard time fitting
other social events.
in their schedules a
time to go on a
retreat with
everyone.

24
To increase Promoting People may be less Larger audience Liaison to contact
public events can draw likely to attend turnout. community event
engagement of in more community events coordinators asking
alumni of the engagement due to COVID-19. to participate in the
ages 25-65, from alumni, event.
Strong
Bloomington-N ISU students,
community-RS
ormal and community
O relationship.
community members.
Members willing to
members ages Community participate in
Hosting events
35-65, and members see the events and singing
that spark Engaged
parents of group but may not in uptown.
interest in community
current ISU attempt to learn
alumni, ISU members
students who more about them
students, and enjoying
all take interest and who they are.
community Acafellaz
in a cappella
members will performances.
groups by 10%
encourage the
by December
audience to
2021.
engage more
with the group.

3.3 Key Performance Index

KPI’s will determine if each objective has been brought to fruition in the capacity of what
can be studied with qualitative and quantitative data. These benchmarks will give a time-oriented
measurement of the efficacy of the plan for the Acafellaz.

Objective 1: Increase knowledge of executive board roles by 50% of current executive board
members by August 2021.

● Benchmark: The knowledge level is currently at 50% for executive board members.
● KPI: The group will increase the knowledge level by 50% by the summer. From April to
June, the knowledge level will increase by 16% each month.

o Update the guideline to reflect any questions the future members have and
maintain qualitative data that reflects situations that the members experience.

25
Objective 2: To increase group revenue from members of the community who are of the age
35-65 and ISU students of the age 18-25 who enjoy fine arts by 15% by August 2021.

● Benchmark: The group currently has $3700 in revenue.

● KPI: 15% in 5 months, so $111 extra each month each month on top of their base $3700
from members.

o Determine how much the 2nd fundraiser has to make based on the results of the
1st and alter the fundraising event accordingly.

Objective 3: Expand audition numbers by 10% by August 2021 of people (find demographic of
current members-target audience).

● Benchmark: The group currently has 11 members.

● KPI: The group will add 2 members in the next 5 months.

o Analyze this qualitative data and determine if changes need to be made in the
future.

Objective 4: To increase public awareness by 25% within the student body at ISU.

● Benchmark: The Acafellaz do not have a regular posting schedule on social media.
● KPI: Post on each social media account at least once a day.

o Use the results to plan for future posts or determine which social media
accounts give the most exposure to the group.

Objective 5: To increase group morale by 50% by December 2021.

● Benchmark: The spring 2021 survey determined that morale was at 50%, give the same
survey in Fall 2021 and December 2021.
● KPI: Use the subsequent surveys and data returned to determine how morale has
changed.

o Use the results to plan for future events and take advice from the members
about what would help them raise spirits.

Objective 6: To increase public engagement by 10% by December 2021.

● Benchmark: Audiences at Acafellaz events average 50 people, but there is little

consistency.
● KPI: Quantitative data from concerts will show growth and new relationships will grow
awareness for the group.

26
 o Use the audience amount and new relationships to maintain community
engagement.

3.4 Timeline

If the Acafellaz follow this proposed plan, they will need to follow this set in place
timeline beginning at the start of the summer break, on May 31st, 2021. The purpose of this
timeline is to guarantee that the group stays on track with the proposed plan to be the most
beneficial to them. The timeline is organized by color representing each objective from the plan
and the highlighted boxes represent the length of that objective. This ensures accessibility when
tracking all of the weekly tasks and staying on top of schedule. The executive board will
determine any logistical changes of completion. Due to unpredictable internal and external
factors, the timeline is flexible and subject to change.

See appendix A for the proposed 2021-2021 timeline.

3.5. Budgets and Allocations

The budget for this plan is for one full consecutive school year of 2021/2022 including
the internal/external income and what is subject to change. The proposed project plan
implements an organizational budget chart including all expected expenses from each tactic
solely based on research and may be subject to change. The sum of the combined expenses also
includes an unforeseeable cost amounting to $. Only 15% of the tactic expenses require a cost
and may be contingent upon the fiscal year.

See Appendix B for Proposed 2021-2022 Budget.

3.6 Evaluation Method and Anticipated Results

To verify the success of this plan, measurements must be applied and executed frequently.
The measurements will be implemented through establishing proper guidelines for executive
member roles, coordinating fundraisers to grow group revenue, refining the audition process and
tracking audience turnout to boost member engagement, reviewing social media analytics to
grow public awareness, and distributing surveys to increase group morale. These measurements
will be used throughout the duration of the plan to determine the effectiveness of the instated
KPI’s.

Objective 1: Increase knowledge of executive board roles by 50% of current executive board
members by August 2021.

27
 ● If executive members create and distribute a thorough guide explaining the job and
expectations of each role, then the objective was successfully met.
● If unsuccessful, additional explanations and discussions should be ensured.

Objective 2: To increase group revenue from community members of the age of 35-65 and ISU
students of the age 18-25 who enjoy fine arts by 15% by August 2021.
● If the fundraisers show consistent growth in the results and each event is effectively
modified to increase the amount of proceeds, then this objective was successful.
● If results show a decline in community engagement and are not meeting the expected
revenue goals, then this objective was unsuccessful.

Objective 3: Increase audition numbers of male underclassmen ISU students who enjoy singing,
but do not need experience by 10% by August 2021.
● If the objective is successful, then the group will have two new members within the
next 5 months.
● If adjustments made to the audition process and promotions are not effectively
applied and no new members are added after 5 months, then the objective was
unsuccessful.

Objective 4: To increase public awareness by 25% within the on-campus student body at ISU of
students the age of 18-25 who are interested in the fine arts.
● If the social media analytic results show a consistent growth in reach rate on the
group’s social platforms, then the objective was successful.
● If the results show no improvement with content exposure, the objective was
unsuccessful.

Objective 5: To increase group morale within members of the RSO by 50% by December 2021.
● If the surveys were effectively distributed, honestly and thoroughly answered, with
valuable feedback then the objective was successful.
● If results are not collected and member feedback is not provided to improve morale,
then the objective was unsuccessful.

Objective 6: To increase public engagement of alumni of the ages 25-65, Bloomington-Normal

community members ages 35-65, and parents of current ISU students who all take interest in a
cappella groups by 10% by December 2021.
● If concerts show a consistent growth in audience members and relationships are
established with at least two other organizations, then the objective was successful.
● If audience turnout shows a frequent decrease in numbers, and group relationships do
not expand with outside organizations then the objective was unsuccessful.

28
Appendix
Appendix A: Proposed 2021-2022 Timeline

29
 Appendix B: Proposed Budget

Organizational Budget
(Overall) 2021-2022
AC
CT INCOME ACCOUNTABILITY TOTAL NOTES

1 Membership Fees Internal Funding: $1,700.00 This number is based on the

Members total of internal yearly
membership dues. This
number is subject to change
in the new fiscal year
depending on the number of
members.

2 Donations Received Town of $100 2021/2022 year. These

Bloomington/Normal numbers are subject to
change in the new fiscal year.

3 Clubs Saving Account Internal/ External $2,000.00 Total based on funds saved
Funding from previous years.

4 Concert Fees External Fees $500 Total based on 2 concerts

within one consecutive
school year charging $5 per
person. Cost also contains the
cost to rent out the venue.
The number is subject to
change within the new fiscal
year depending on number of
audience members and
choice of venue.

5 TOTAL 4,300.00
AC
CT EXPENSES ACCOUNTABILITY TOTAL NOTES
100 Advisor, President, Vice
Objective 1: Increase $0.00
knowledge in executive board President

110 President, Vice President Constructed for new board

Tactic: Online training guide $0.00
members.
120 All Board Members For two consecutive weeks
Tactic: Shadow members $0.00
within one full school year.
130 All Board Members For two consecutive weeks
Tactic: Mentorship $0.00
within one full school year.
200 Advisor, President,
Objective 2: Increase group $0.00
revenue Treasurer

30
210 Advisor, President,
Tactic: Restaurant fundraiser $0.00
Treasurer Set for 2 days of one
consecutive school year.

Social media posts will

advertise events, no cost
needed.
220 Advisor, President, Based on a one night event.
Tactic: Karaoke night $75
Treasurer $75 to rent machine, venue
cost. Social media posts will
advertise for free.
230 Social Media Manager Weekly for one consecutive
Tactic: Newsletter $0.00
school year.
240 President, Social Media Set for 3 consecutive months
Tactic: Social media fundraiser $0.00
Venmo Manager during the fall semester.

300 Advisor, President, Vice

Objective 3: Expand auditions $0.00
members President

310 Vice President, $0.10 per each print. Total of

Tactic: Print flyers
320
Tactic: Promote on social
media
330
Tactic: Coordinate with other
ISU’s groups on social media
$50
Treasurer 500 prints made for one full
school year. Canva for flyer
design free of charge.
Social Media Manager 3 posts per week on
$0.00
Facebook and Instagram for
12 consecutive weeks.
All Board Members Based on daily
$0.00
communications.

340 All Board Members Set for 3 days during fall

Tactic: Bone Center table $10.00
semester.

350 Advisor, President, Vice Change made to previous

Tactic: Audition tapes $0.00
President years auditions.
400 Advisor, President, Vice
Objective 4: Increase public $0.00
awareness President

410 Social Media Manager 3 posts per week for one full
Tactic: Post content on social $0.00
media consecutive school year.

420 All Board Members Daily communication Plan.

Tactic: Interact with other $0.00
RSO groups
430
Tactic: Airing content for radio President, Vice President $0.00 Airing monthly for one
consecutive school year.
440 President, Vice President Published monthly for one
Tactic: Publish content for $0.00

31
 newspaper consecutive school year.

500 President, Vice President

Objective 5: To increase
group morale
510
Tactic: Celebratory event
$0.00
President, Vice President Based on one event within
$70.00
one consecutive school year.

52 Tactic: Gathering for seniors President, Vice President $0.00 Based on one gathering
0 within one consecutive
school year.

53 Tactic: Retreat Advisor, President $500.00 Based on one trip within one
0 consecutive school year.

60 Objective 6: To increase Advisor, President, $0.00

0 public engagement Music Director

61 Tactic: Sing at sport or Music Director $0.00 Performing at 2 events within

0 community event one consecutive school year.

70 Unforeseen Expenses $50.00 Unforeseen Expenses

0

TOTAL $755.00

COMPARISONS

Income VS. Expense $3,545.00

32
References

[1] Acafellaz. @acafellaz. Instagram. (2021).

[2] Acafellaz. Facebook.com/Acafellaz/. Facebook. (2021).

[3] Gramm, A., Griffith, E., Jackson, V. Activity and Recreation Center (ARC): Strategic
Organization Plan. 2018.

[4] Babcock, M., Guild, C., Kracht, K., Leuzzi, D., Scimeca, M.. Student Letter of Transmittal.
Elite Ideas Inc. 2007.

[5] Acafellaz. Acafellaz.wixsite.com/acafellaz. (2021).

[6] Acafellaz. The Bylaws of the Acafellaz. (2019).

[7] The Vidette. Videtteonline.com. (2021).

[8] WZND. https://wznd.com. (2021).

Contact person: Jean Garcera

Contact person email:jmgar10@ilstu.edu

33