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Kappa 6 Point Plan
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33rd Administration – Thomas L. Battles, Jr., Grand Polemarch

MANAGEMENT

Rebirth, Reclaim, Recommit, by Leaving No Brother Behind

 

1.   COMMUNITY SERVICE - Inspire public service interest through parallel initiatives on all levels of the
      fraternity.

    Brand the National Program, “Guide Right” in every community through mentoring.

    Institute a national community service initiative to raise the profile of the fraternity nationwide. 

    Partner with national and local organizations that provide services to communities we serve.

    Promote responsible and active participation in civic, political and social movements in a
      manner consistent with our tax exempt status.

    Satisfy our charitable obligation to entities who have been allied with us in community service.

    Establish a new Commission on Military and Veterans Affairs.

 

 

2.   INFRASTRUCTURE - Reorganize International Headquarters to meet the administrative needs of the
      fraternity.

    Direct IHQ executives to conduct a requirements analysis to identify and upgrade technology systems at
      Headquarters.

    Direct IHQ executives to propose a comprehensive disaster recovery and emergency operations plan for
      review and consideration by the Executive Committee and the full board of directors.

    Ensure that the Executive Committee and the Board of Directors maintain IHQ staffing levels and
      professional development commensurate with needs of the fraternity.  

    Develop a Board and Executive Director relationship that identify roles, responsibility and accountability  
      for the day-to-day operations of the fraternity.

    Move the fraternity to a paperless MOIP administrative and certification process.

    Establish a comprehensive planning committee to identify current and future service needs of the
      membership.

    Launch a new Senior Kappa Endowment campaign to raise one million dollars to secure the future of
      Kappa.

 

                  We say Leave a Legacy… Build a Future…

 

3.   UNDERGRADUATE DEVELOPMENT - Implement policies and programs for undergraduate chapters
      to encourage increased participation in University and Grand Chapter activities.

    Increase alumni chapter collaboration with undergraduate chapters. Strengthen the relationship between
      alumni and graduate chapters
.

➢    Leverage university participation through information and encourage on campus leadership opportunities.
      Organize a postsecondary education advisory committee to the Fraternity involving retired and on campus
      Brothers.

    Continously emphasize chapter risk avoidance initiatives which train members to honor the Bond of
      Brotherhood and the responsibilities of citizenship.

    Ensure that Kappa Alpha Psis brand on college campuses by attracts the best and brightest young men
      for membership.

    Provide increased fiscal resources to ensure undergraduate attendance at conferences, workshops and
      Conclaves.

    Conduct ongoing assessment in each Province to determine if chapters that fall below minimum statutory
      requirements can continue to exist.

 

4. RECLAMATION - Grow the Fraternitys financial roll by identifying and implementing effective strategic
    initiatives aimed
at re-energizing inactive membership.

    Conduct internal surveys to identify the reason(s) members are not in “good standing” with the fraternity.

    Develop national policies to expedite reclamation and create a “Why Kappa” collateral benefits document.

    Conduct feasibility study to identify geographic areas where new chapters can be established.

    Strategically use social media to assist the fraternity with reclamation initiatives.

5.   NEW MEMBER RECRUITMENT & TRAINING - Recruit mature responsible (men) members who are
      achievers and like-minded individuals with the intent of organization-wide sustainability.

    Make risk avoidance training a requirement of membership.

    Introduce a “New Member Mentor/Mentee Program” and teach requirements of membership, protocol,
      risk avoidance, and fraternity history in joint sessions that include parents and university officials.

    Conduct C. Rodger Wilson “train-the-trainer” sessions so that required participants may return to their
      respective chapters and train their officers and members accordingly.

    Organize a group of brothers, dedicated to investigations, who will be a resource to our Risk Management
      program.

    Support growth management and chapter expansion at the alumni level whenever appropriate.

 

6.  EXECUTIVE LEADERSHIP TRAINING & SUCCESSION PLANNING - Identify and develop exceptional    
     talent for leadership development and succession planning.

  Effectively train and mentor board members on best practice governance.

  Institute an organizational development program for undergraduate and alumni to enhance leadership
     skills.

  Produce a 5-10 year strategic plan that meets the needs of the fraternitys mission and vision.

  Annually review and revise the fraternitys strategic plan for compliance and relevance.

  Identify members who will work on Boards, Commissions and Committees to increase philanthropic
    support to programs and initiatives important to the fraternity, Inc. and the Foundation. 

 

 


 

 

 

 

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