This is a part of the Strategic Plan 2025 series.

Phi Kappa Tau’s 2025 Strategic Plan kicked off in January of this year. We’ve already explored the intent behind each of the strategic pillars in a series of four articles. You can find those articles and more details on the strategic plan by clicking here.

It is one thing to state that there is a new strategic plan, and another thing to achieve it. So, you may be asking yourself, how have we done so far?

Victories

A major success so far with the new Strategic Plan was the overall awareness and alignment of the Phi Kappa Tau organization around the plan. Videos, news stories, social media posts, The Laurel and a monthly touchpoint in our newsletter, Sidelights, together have garnered well over 20,000 views from our members and stakeholders. New processes and technologies have been implemented to drive progress in executing the strategic plan, including weekly touchpoints between Executive Offices staff and key volunteers.

The Expansion and Growth team has grown from a one-person department to a five-man team with multiple strategic partnerships established with universities across the country. With this structure the fraternity will be able to grow to the intended size of 100 active chapters by 2025 while also supporting recruitment at existing chapters through the Recruitment Services Initiative. Speaking of growth, an inaugural Growth Summit was held in Ft. Worth, Texas - a weekend geared towards teaching chapter leadership and advanced recruitment strategies for a successful fall recruitment. To aid this, multiple new recruitment resources were developed and delivered to chapters, as well as an updated branded resource guide made publicly available. It is safe to say the fraternity is in a great position to grow this Fall and beyond.

Opportunities and Shifts

*Undergraduate Advisory Board Members have a major impact on advocating for Undergraduate Membership*

While the Fraternity has already made progress in several areas, we are also continuing to hone our approach and continuously improve. We have already experienced the need to enhance our quarterly planning, weekly progress check-ins, cross-organizational alignment, and overall pace of accomplishment and change. While we have made great strides already, there are areas of the strategic plan where we are behind or missed our quarterly objectives. Those misses are attention points going forward to ensure that we finish the drill and deliver the targeted value of each of our OKRs. We are seeing the fruit of these improvements and focus areas. The adjustments to daily and weekly cadences, as well as transparency and collaboration through the fraternity’s new OKR tracking software, have yielded positive results. The same goes with a heightened emphasis on spreading responsibilities among entire Executive Offices staff and broader volunteer structure, such as the National Council and the various committees housed within. As part of recent leadership changes and the recruitment of the Fraternity’s new CEO, there will be a heightened emphasis on the ideal go-forward organizational design to maximize our strategic goals.

This also includes gathering more feedback from the brotherhood, as it is every Phi Tau’s job to help push the Strategic Plan forward. To refamiliarize yourself with the Strategic Plan, click here to read an overview and catch up on our multiple zoom-ins.