Strategic Planning Committee
DoubleTree Hotel – Orlando, FL
First Draft Report
December 2, 2010
A strategic plan guides an organization for a span of three to five years. The document promotes
continuity through leadership transitions. It guides committees and influences the budget. It
progress should be monitored at least annually.
PFA is a trade association, designated as a 501(c)(6) by the IRS. It represents nearly all
professional fraternities, has strong associate membership, and a successful annual conference.
Planning Participants
The following board members and executive director participated:
Lt. Col. Alan Bonner, President
Kappa Kappa Psi & Tau Beta Sigma
Gary Epperson, CAE, President-Elect
Alpha Kappa Psi
Saundra Finley, Past-President
Phi Chi Theta
Lynn Mueller, Associate Member Liaison
DoubleTree Hotel at Universal Orlando
Liz Nordling, Secretary
Sigma Alpha Iota
Fran Irwin, PhD, Director
Mu Phi Epsilon
Nancy Stankewicz, Treasurer
Kappa Epsilon
Michael Abraham, Executive Director
Professional Fraternity Association
Bob Harris, CAE, facilitated 1.
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Bob Harris, CAE 850/570-6000 or bob@rchcae.com
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Mission, Vision and Values Statements = Brand Distinction
The mission, vision and values statements help to distinguish PFA from other associations.
The mission is the purpose or reason for existence, usually
one sentence answering “who we are, who we serve, and what
we do.”
The existing mission was reviewed: “To promote and
enhance professional fraternities.”
The following statement was proposed:
The Professional Fraternity Association is the
trusted resource for educating and serving our members.
A discussion was held regarding adoption of a vision statement and it was agreed that the
mission statement effectively communicated PFA’s purpose and its desired long-term future
outcome 2.
A values statement is the principles that guide the volunteer leadership and professional staff.
The board proposed the following:
PFA’s board and staff are guided by….
•
•
•
•
•
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Integrity
Accountability
Innovation
Professionalism
Collaboration
The following was considered as a vision statement, “Advancing the mission of professional fraternities.”
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Five Goals Set for 3 to 5 Years
The board recommended five broad goals with the
resources available over the next 3 to 5 years.
I. The PFA Annual Conference
II. Educational Programs and Resources
III. Member Benefits and Services
IV. Professional Fraternity Image and PR
V. Strong Trade Association
Goals and Strategies
The following strategies, action steps, assignments and time frames were suggested to advance
the goals and achieve the mission of being the trusted resource for educating and serving PFA
members.
I. The PFA Annual Conference – Plan and implement a highly relevant annual conference
to serve the needs of all members. (Responsibility of Conference , Education and
Associate Committees)
A. Increase attendance of staff 3 and volunteers, and associate members. (Ongoing;
seeking an attendance figure of 200 persons within 3 years.)
B. Create educational tracks for broader categories of staff, officers, and leaders.
i. Professional Staff: meeting planners, finance and accounting, risk
management, membership directors, foundation, etc.
ii. Fraternity and Foundation Leaders
iii. Associate Members
iv. In addition to specialized tracks, offer general topics such as time
management, conflict management, general skills, etc.
C. Review registration fees to capture any opportunities for revenue and costs. (Prior
to 2011 conference.)
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Desiring to increase involvement of fraternity staff and development of their professional development. (Selfgoverned through sections or interest groups, i.e. technology, membership, etc.)
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II. Educational Programs and Resources – Develop and deliver trusted education and
resources. (Create an Educational Committee in 2011.)
A. Develop webinars on topics such as risk management, technology, legal issues,
etc. Fund through sponsorship and registration fees.
B. Assemble a Catalog of Resources that organizes topics such as resources for legal,
accounting, training, technology, insurance, etc (special offers each year).
Highlight associate members in the catalog.
C. Deliver educational topics and resources of interest, with a focus on risk
management, through newsletter, webinars, conference, on-line resources, etc.
D. Explore feasibility of creating a Fraternity Chapter Presidents’ Academy
(consideration during 2011-2012 by President Epperson; implementation
possible in 2012.).
III. Member Benefits and Services – Identify needs and offer unique member benefits to
help fraternities achieve their missions. (Member Services Committee to oversee.)
A. Facilitate opportunities for networking and information exchange among
members through technology, meetings and social media.
i. Peer to peer access.
ii. Social media (Facebook) (Lynn Mueller to oversee.)
iii. Staff specialists opportunities to interface (blog, listserv, etc)
B. Survey the needs of members; using PFA’s buying-power to create benefits and
services, i.e. health insurance. Promote though an annual brochure of member
benefits. (Saundra to serve as board liaison to assist Member Services
Committee.)
i. Include survey question to identify input from small and large
organizations, and staff and volunteer driven fraternities.
ii. Determine economic impact of combination of 35 member fraternities.
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IV. Professional Fraternity Public Relations – Improve awareness of professional
fraternities and enhance member communications. (Responsibility of the PR Committee.)
External
A. Increase visibility at the collegiate level with administrators.
B. Reach out to allied organizations to promote PFA, such as NASPA, AFA; using
membership to increase understanding and access to member lists.
C. Develop a brochure about Professional Fraternities and their differences from
social Greek organizations. (Sample Theta Tau and other brochures.)
D. Continue distribution of press releases and expand database of media and student
affairs contacts.
E. Promote PFA award recipients.
Internal
F. Publish quarterly PFA Today newsletter.
G. Maintain technology and database to efficiently communicate with members.
H. Enhance website value to members; empower Executive Director to maintain.
I. Improve board communications. (President to drive communications to the
board, i.e. periodic updates.)
J. Promote the 2011 PFA strategic plan to members.
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V. Strong Trade Association – Maintain a strong trade association through resources,
governance and staffing
A. Maintain financial health of association by diversifying sources of income and
building savings account.
i. Review of dues structure to capture individual member involvement.
(Gary Epperson to lead task force on dues structure models with Lynn,
Saundra and Alan reporting before Sept. 2011.)
ii. Maintain healthy balance of fraternity and associate members, with efforts
to diversify industries of interest to fraternities. (Ongoing review;
recommended growth rate of 5 new associates through the efforts of the
Membership Committee).
B. Align committees with strategic goals and utilize volunteer workforce to advance
mission. (President and Executive Director to appoint and align committees with
the new strategic plan; annually.)
i. Supplement efforts through intern projects. (Fran Irwin to consider
delegation of a project to an intern.)
C. Update governing documents as needed. (Legal and Legislative Committee)
Next Steps and Timeline
After approval of the plan and adoption by a motion of the board; committees should develop a
program of work and performance measures. The plan should be reviewed annually and updated
in full about every 3 to 5 years. The newsletter should inform members of the new plan and a
brochure of the plan distributed.
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