by Kirk Randazzo

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by Kirk Randazzo ΚΚΨ National President

At the 2001 National Convention in Corpus Christi, Texas, the National Council decided to incorporate strategic planning into several committees. Initially, the active and alumni members who participated had difficulty understanding how to think strategically. However, by the end of convention everyone was discussing the tremendous impact of strategic planning. Since convention, the National Council has continued planning strategically and the district leadership is working to incorporate strategic planning into the 2002 district conventions. Given the increase in strategic planning, several members have sent emails asking what this concept is, and how it can be effectively incorporated at the chapter level.

The fundamental philosophy of successful strategic planning is to think “out-of-the-box.” This means to develop goals and ideas as if the chapter had no constraints. You should ask, “In a perfect world, what would my chapter look like in five or ten years?” When answering this question it is important to keep the discussion focused on possibilities, not necessarily on reality. Everyone understands that some goals cannot be attained for various reasons. However, in strategic thinking the underlying concept involves developing ideas that could be accomplished in “Kappa Kappa Psi Utopia.” This fundamental philosophy can be extremely difficult for individuals to initially comprehend. Therefore, when first attempting a strategic thinking session, it is often useful to have the group begin by brainstorming ideas about how the “perfect chapter” would look and perform. What types of individuals would the “perfect chapter” recruit? What types of service projects would the “perfect chapter” perform? What kind of image or attitude would the “perfect chapter” display? It is important to document the ideas generated during this discussion because they will ultimately become the chapter’s vision and the brothers who come behind you will need to know what the vision is and how it was created.

Once the group feels comfortable thinking strategically, it is time to begin developing specific goals that help fulfill the vision articulated during the previous discussion. To accomplish this objective, the chapter should focus on three types of goals: long-term, mid-range and short-term. Longterm goals are items that the chapter will need to take several years to accomplish. These goals most closely match the vision outlined by discussing the “perfect chapter.” Examples of long-term goals include improving the positive image and reputation of the chapter throughout the band program; increasing the number of quality musicians and leaders within the chapter; or developing unique and exciting service projects that create a positive impact within the band. None of these goals are easily accomplished; each will take several years of work to achieve. The long-term goals therefore serve as targets at which the chapter should aim by developing more specific projects, programs and practices that fulfill these goals.

Developing mid-range goals is the next step in strategic planning. The idea of a mid-range goal is something that can be accomplished within one year. Completing mid-range goals should bring the chapter closer to fulfilling the longterm objectives identified earlier. To illustrate this concept, let us assume that one long-term objective is improving the positive image and reputation of the chapter throughout the band program. Using this objective, we now need to develop a few mid-range goals that work toward this objective and can be accomplished within a year. Examples of mid-range goals may include: hosting events where brothers of the chapter highlight the accomplishments of specific individuals within various bands; conducting work weekends throughout the year where brothers gather to accomplish specific tasks which benefit different ensembles or the music building; or challenging each brother to attend rehearsals and practices on time, ready to play, and displaying a positive attitude for everyone else to see.

The final step in strategic planning is the development of short-term goals that can be accomplished within a single semester, and which work toward fulfilling the mid-range goals described earlier. The short-term goals become specific projects (with specific dates) that we are already used to performing. Continuing with the example from above, assume that our long-term objective is improving the positive image and reputation of the chapter throughout the band program. One of our mid-range goals could be hosting events where brothers of the chapter highlight the accomplishments of specific individuals with various bands. To achieve this mid-range goal, thereby bringing us closer to the long-term objective, we may decide that every month a different brother will be responsible for showcasing the accomplishments of another individual. The chapter could ask the Director of Bands for two minutes at the end of a marching band practice or a concert band rehearsal, during which the brother responsible would stand and describe the contributions of the individual to be showcased. Each month a different brother would highlight the accomplishments of another individual. Consequently, at the end of the academic