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We
will know the measure of our achievements when our work meets
the intersection of our promises.
1.
POLICY – To implement
a more proactive policy development initiative by sharing
with the membership quarterly status reports regarding the
implementation of existing policies and the plans for new
policies.
a. Provide to the membership new Grand Board policies and
the rationale for implementation.
b. Design methods to evaluate performances of all policy implementers,
to include International Headquarters, (IHQ), Grand Board
of Directors, Commission and Committee Chairmen.
c. Establish a committee to ensure quality control for Constitutional
and Statutory requirements; that Grand Board of Directors
requirements are met to satisfy the membership, and that all
ongoing status reports are maintained in the archives at the
International Headquarters.
d. Clarify the fraternity’s vision, as well as its modus
operandi regarding social versus public service.
e. Establish chapter management infrastructure, including
chapter oversight committee.
f. Ensure that the national fraternity programs are replicated
at the province and chapter levels.
2. UNDERGRADUATE DEVELOPMENT
– To implement the policies and
programs of undergraduates to encourage increased chapter
participation in national chapter activities and affairs.
a. Upgrade participation in leadership conferences.
b. Develop undergraduate risk avoidance initiatives.
c. Increase alumni chapter partnership with undergraduate
chapters.
d. Increase participation in Grand Chapter meetings to include
registration and attendance.
e. Increase fiscal resources to ensure undergraduate attendance
at conferences, workshops and national Conventions.
f. Leverage university participation through information and
broadening the scope of leadership.
3. OPERATIONAL MANAGEMENT
– To develop effective
and efficient day-to-day operations at the International Headquarters
by making it the premiere infrastructure that services the
needs of the membership in all aspects of our operations.
a. Accelerate CENTENNIAL activities and promotion.
b. Improve upon logistics relating to all conferences, meetings
and events.
c. Provide fast, efficient and polite service to Kappa Alpha
Psi members worldwide.
d. Develop and implement an aggressive RETAIN, RECRUIT, AND
RECLAIM program.
e. Employ the best available and affordable technology to
facilitate prompt and reliable services.
f. Identify and assess the effective use of the energy, time
and talents of International Headquarters employees and volunteers
to accomplish the organization’s mission.
4. FINANCIAL MANAGEMENT – To
continue to enhance Kappa Alpha Psi’s financial viability
by expanding on opportunities to increase revenue by strategically
managing our fiscal affairs consistent with good business
practices and fluctuating market prices.
a. Identify potential cost reductions that are candidates
to streamline expenses.
b. Continue strategic review of the investment portfolio and
the investment policy, to maintain a solid position with the
current economic trends.
5. COMMUNICATIONS –
To enhance communications at every level,
both internally and externally, focusing attention on the
need to make Kappa Alpha Psi Fraternity, Inc., and its achievements
known throughout the fraternity and the world.
a. Develop a comprehensive plan to ensure communications using
the best technology and human resources available.
b. Establish and maintain a historical archival system, enabling
secured access and retrieval capability of all fraternity
documents, publications, photographs, etc.
c. Continue and build upon the relations with other national
organizations and increase and enhance existing partnerships
with external organizations.
d. Review existing policies for Kappa Journal to ensure maximum
exposure and advertising interest.
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