MEMORANDUM
To:
Directors of the Acacia Fraternity Foundation
Members of the International Council
Venerable Deans
Chapter Advisors
House Corporation Members
From: David J. Allen, International President
Date:
April 14, 2004
Re:
Report of the Strategic Planning Committee
As we celebrate our past 100 years, the International Council has been looking toward
the future. At the 2002 Conclave in New Orleans, Louisiana, the Council took on the
task to chart the course of Acacia Fraternity for the next decade. Enclosed is Acacia
Fraternity’s Strategic Plan, Rising to the Challenge. Much time and effort has been
devoted by the committee members in the preparation of the recommendations in this
report and these members are listed in the report.
As a leader in our Fraternity, you have been provided a copy of this report. Please share
it with your chapter, your house corporation and alumni. The document will also be
posted in the Egypt section of the new Acacia website, www.acacia.org. We gather in July
to celebrate a century of Acacia’s progress. And, just as we honor the past and salute
those who have provided leadership at all levels as we reached this milestone, we must
make plans for the future. We must recommit ourselves to the obligation we took at our
initiation. The future of Acacia rests with its alumni and undergraduates.
One of the items of business at our Centennial Conclave (July 21-24, 2004) will be the
discussion and recommended adoption of these strategies for our future as we meet the
challenges facing us in the incipient years of the 21st Century.
The chapter delegates, undergraduates and alumni, share the heavy responsibility of
collectively charting our beloved Fraternity into the 21st Century as we begin our journey
on the second one hundred years. Your consideration and comments are encouraged.
Please feel free to contact me via e-mail at [email protected], Committee Chairman
Rob Roberson at [email protected] or Executive Director Darold Larson at
[email protected] should you have any questions, comments or concerns.
dja
Acacia Fraternity
Strategic Plan
Rising to the Challenge
Strategic Plan Table of Contents
◣
Executive Summary
◣
Table of Contents
◣
Appendix A: Background and Current Situation
a.
Background
b.
Strategic Plan’s Purpose
c.
Committee Membership, Budget, and Timeline
◣
Appendix B: Situation Assessment
a.
Trends with College Campuses and the Greek System
b.
Acacia Financial and Membership Trends
c.
SWOT (Strengths, Weaknesses, Opportunities, Threats)
◣
Appendix C: Increase Undergraduate Membership (Includes Membership Recruitment)
a.
Vision, Goals and Approach
b.
Summary of Key Milestones
c.
Resources
d.
Projected Benefits to Acacia
e.
What Undergraduate Members Can Do to Help
f.
What Alumni Members Can Do to Help
◣
Appendix D: Increasing Undergraduate Retention and Participation
a.
Vision, Goals and Approach
b.
Summary of Key Milestones
c.
Resources
d.
Projected Benefits to Acacia
e.
What Undergraduate Members Can Do to Help
f.
What Alumni Members Can Do to Help
◣
Appendix E: Strengthening Membership Education
a.
Vision, Goals and Approach
b.
Summary of Key Milestones
c.
Resources
d.
Projected Benefits to Acacia
e.
What Undergraduate Members Can Do to Help
f.
What Alumni Members Can Do to Help
◣
Appendix F: Increasing Alumni Involvement
a.
Vision, Goals and Approach
b.
Summary of Key Milestones
c.
Resources
d.
Projected Benefits to Acacia
e.
What Undergraduate Members Can Do to Help
f.
What Alumni Members Can Do to Help
◣
Appendix G: Expanding Philanthropic Endeavours
a.
Vision, Goals and Approach
b.
Summary of Key Milestones
c.
Resources
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 2
d.
e.
f.
Projected Benefits to Acacia
What Undergraduate Members Can Do to Help
What Alumni Members Can Do to Help
◣
Appendix H: Improving Financial Health of the Fraternity
a.
Vision, Goals and Approach
b.
Summary of Key Milestones
c.
Resources
d.
Projected Benefits to Acacia
e.
What Undergraduate Members Can Do to Help
f.
What Alumni Members Can Do to Help
◣
Appendix I: Aggressively Increasing Communication
a.
Vision, Goals and Approach
b.
Summary of Key Milestones
c.
Resources
d.
Projected Benefits to Acacia
e.
What Undergraduate Members Can Do to Help
f.
What Alumni Members Can Do to Help
g.
Strategic Communication Plan
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 3
Executive Summary
Acacia Fraternity is faced with continuing challenges as it looks to the future. These challenges are much like those
facing the entire fraternity system. The manner in which Acacia understands the changing fraternity environment and
the changes in the approaches it takes to meet these challenges requires the development and implementation of a
Strategic Plan that all Acacians can SUPPORT.
This document presents the “Working Draft” and is the result of the efforts of a committee of Acacia alumni and
undergraduates who individually and collectively spent many hours discussing, writing, and rewriting what is looked
upon as a strategic action plan specifically targeting the needs, our goals and the manner suggested to attain our goals by
addressing our needs. The thinking and discussions that became the catalyst of this proposed plan resulted from what is
contemporarily referred to as “out of the box” thinking. The committee was challenged to look realistically at our
current status - to evaluate it, and then aggressively determine what necessary steps must be taken in the next six years.
The goal of all Acacians, as reflected in this report is not just to have Acacia survive but to expand its role through a
renewed commitment to the mission and ideals of Acacia. This plan is an effort to recognize the challenges and
implement programs to meet them and attain goals that exceed those challenges. Leadership in the fraternity world is
not for the faint of heart. Nor is it for those who feel that only the old ways qualify as the best ways. Progress for
Acacia is defined in the various components of the Strategic Plan.
The historical background of the plan development merits comment. At the 2002 Conclave, the Acacia Fraternity
Foundation requested the International Council to assemble Acacia undergraduates and alumni and form a committee to
develop a vision based on reality but also based on an unblemished view of the opportunities for Acacia in the years to
come. This committee, composed of volunteers, has devoted much time to the creation of the plan – through in-person
meetings, teleconferences, subcommittee assessments, individual assignments and coordination of results.
The strategic areas of importance identified by the committee include the following:
◣
◣
◣
◣
◣
◣
◣
◣
Increase undergraduate membership
Membership retention from initiation through graduation
Maximum undergraduate participation in all chapters and colonies
Strengthen membership education
Essential expansion of alumni involvement
Expansion of philanthropic endeavors
Improvement of our Fraternity’s financial health
Aggressive increase in communication at all levels
You will note that common themes run through these goals. They are of necessity interrelated because, like any
structure, the foundation must be strong enough to support that built upon it. The raising of the chapter conduct
standard to be consistent with our founding principles, more intense focusing on the reduction of liability exposure and
risk through “smart” chapter operations, and expansion of the reach and “ownership” of the Acacia vision which our
Founders wisely provided to us provide a winning combination to revitalize dormant activities and increase the
momentum of the Fraternity so that what we envision will become reality within the timeframe of this plan.
In each of these strategic areas, the Plan provides details in the appendices to this document. These appendices are the
Acacia “Work In Progress” and provide measurement standards for Acacia for the next six (6) years. The appendices
contain specific achievable goals within the identified time frame. The committee identified resource needs for the
achievement of each goal. This strategy will be the guide by which Acacia Fraternity’s International Council and the
Acacia Fraternity Foundation will focus their energy.
The focus must be on the goals and what Acacia must do to achieve them. The goals are aggressive. The challenge is
great. Acacians have always been invigorated by challenge. There is no doubt that this report will be invigorating to
concerned Acacians. The report is a “Call to Action.” The action plan is found in the strategic plan initiatives identified
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 4
in the report. The implementation of the plan is the responsibility of all Acacians. The committee realistically reviewed
Acacia’s history, Acacia’s current status and Acacia’s ability to set and achieve higher standards – and to do so
successfully by using a plan that integrates all levels of Acacia in a cooperative effort.
No plan is cost free. This plan is no exception to that rule. The achievement of this plan will require investment by our
alumni and other interested constituencies that view Acacia as highly compatible to the values that they share.
The initial estimate of financial requirements for the early stages of the plan are $395,000 annually if Acacia is to be
properly staffed and modest program growth is to occur in order to implement the plan. The challenge to endow staff
through the Foundation will require an additional $3,075,000 (assuming a 5% return per year). If Foundation donors
and the amounts donated are to grow at an optimal rate to support the Fraternity operations, an additional $3,000,000
needs to be raised for the general endowment of the Foundation.
The total funds to be raised in order to solidify the financial health of Acacia Fraternity and the necessary support for
growth and programming initiatives as set forth in this Strategic Plan are estimated at $6,075,000 – which will fuel the
programming, staffing and special initiatives needed to solidify Acacia’s next century of impact. These figures are
realistic based on our needs and will require an expansion of the donor base and growth in the quality of giving that
occurs today.
These investments set forth are not “pie in the sky,” but rather reflects resources necessary to operate a growing national
organization and nurture that organization with the type of programming and connectivity needed in the 21st century.
The Acacia Strategic Plan is focused on an implementation schedule of over a six-year period. The International
Council and our Executive Director are accountable for the execution of this plan and will regularly report on the status
of achieving the vision set forth. This will occur through regular communications, and more formally through regional
meetings, and at each Conclave throughout the plan implementation period. This plan will also be viewed as a living
document and will frequently be updated, as circumstances require.
Every Acacian must ask himself a simple question, “What happens to my Fraternity without a successfully implemented
and financed strategic plan?” As you read through this document, we believe you will reach the same conclusion that
the committee did in the year plus effort it put forth in assessing today: planning for tomorrow and challenging all of our
membership to take a positive and active approach. It will require that we all make a personal commitment to Acacia –
so when we reach the 125th anniversary of our founding, those Acacians can look back and say, “Well done, good and
faithful Brother”.
Here, Brothers, is the challenge to each of us. Let it not be said of us that we failed because we did not try. Let it be
said of us that we were successful because we tried valiantly and succeeded because of our commitment to our
Fraternity.
Fraternally,
Timeline of Strategic Goals
David J. Allen
International President
Acacia Fraternity
2004
2006
2008
Increase Undergraduate Membership
Increasing Undergraduate Retention & Participation
Strengthening Membership Education
Increasing Alumni Involvement
Expanding Philanthropic Endeavours
Improving Financial Health of the Fraternity
Aggressively Increasing Communication
Denotes major milestones targeted for successful execution and sustainable results
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 5
2010
Appendix A: Background and Strategic Plan’s Purpose
Background
Acacia Fraternity has found itself at a crossroads: membership trends have steadily declined over the past 10 years, as
has the number of chapters. Interest in the Greek system among young people has waned and Acacia lacks
programming, staff and enabling funds to sufficiently engage alumni and undergraduates to simultaneously respond to
the spectrum of challenges.
In an effort to provide clearer focus to purpose, direction and provide key stakeholders with a business proposition for
Acacia Fraternity’s next century of prosperity, the Acacia Fraternity International Council and Acacia Fraternity
Foundation chartered a joint committee to develop a new strategic plan for the Fraternity – one in which both leadership
bodies could unite to execute. This document contains the detailed directions which will need further staff work and
volunteer support to create into final actionable plans that can be measured, monitored and progress communicated to
the membership and stakeholders.
Strategic Plan’s Purpose
◣
◣
◣
◣
◣
◣
Develop and execute the strategic planning process
Establish the timeline for the process
Provide the necessary data to make informed decisions
Compile and integrate the work from the planning meeting
Communicate regularly with AF/AFF Boards and other key constituencies
Complete planning to prepare for plan execution and fund raising
Committee Membership
Chairman
Vice Chair
Rob Roberson, Illinois Wesleyan University, International Treasurer
John Beering, Purdue University, Vice President, Acacia Fraternity Foundation
Undergraduate Members
Ian Finn
Joseph Kincaid
Greg Gifford
Bryk Lancaster
Jeremy Davis
Ryan Morris
California University of Pennsylvania
Oregon State University
University of Nebraska
University of Iowa
Iowa State University
Purdue University, Undergraduate Counselor
Alumni Members
Barry Baxter
Thomas DeRue
Greg Owen
Jeffrey Neal
University of Texas
Indiana University
Carlton University
Kansas State University
Headquarters Staff
Darold Larson
Keith Bushey
Chris Kavan
Washington State University, Executive Director
Indiana University, Assistant Executive Director
University of Nebraska, Leadership Consultant
Ex-Officio Members
David J. Allen
William Utic
Indiana University, President Acacia Fraternity
Cornell University, President Acacia Fraternity Foundation
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 6
Project Budget Request to AFF and Actual Expenses Incurred
◣
◣
◣
◣
◣
◣
◣
Room reservation for meetings
MS Office Upgrade for HQ Computers
Airlines tickets for undergraduate members of the committee
Staff Support and Travel
Printing/Mailing/Miscellaneous
Teleconference calls
Consulting
Total Budget
Budget
$ 5,000
$
500
$ 10,000
$ 10,000
$ 2,000
$ 3,000
$ 1,500
$ 32,000
Actual Expenses
$ 2,105.50
$ 3,043.95
$ 2,500.00
$
652.47
$ 1,312.46
$ 2,631.77
$ 12,246.15
Project Timeline
Strategy
Revisions and
communication
Undergrad
Strategy
Symposium
(Feb 03)
Committee
Formed
(March 03)
Strategy
Formation
Draft
Submitted to
AFIC/AFF
(November 03)
2003
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 7
Capital
Campaign
Formation and
Strategy
Execution
Centennial Conclave
and formal Capital
Campaign Launch
2004
Appendix B: Situation Assessment
Trends with College Campuses and the Greek System
◣
◣
◣
◣
◣
◣
◣
◣
◣
◣
◣
◣
◣
◣
◣
◣
◣
◣
Changes are occurring in the commuter campuses – both movement to main campus, and increasing numbers of
regional campuses that have 4-year capability
Effects of world shaping events – Afghanistan/Iraq/9-11/Columbine/reported coverage of suburban school
shootings – and the increasing role of media in shaping opinions
Fraternities becoming more of just another “campus organization”
Expanding US military conflicts – soldiers leaving the military and returning to school
No commonality or bond across the Greek system
University pressures to make Greeks conform to a common set of standards – removes unique advantages that some
fraternities may have
Trend toward instant gratification among students - attitude among young people of “Live for Today”
Gradual decline in Greek membership over the last 10 years (approximately 4% per annum)
Futurists think fraternities will be smaller
Difficulty maintaining the current structure – students want their own car, room, bathroom – “I want my own …”
Drugs growing in popularity/moral liberal allowances
Undergraduates unwilling to police their brothers
Volunteers (e.g. alumni) not as willing to invest the time (this is true for all organizations, not just fraternities)
Changes to parenting (increasingly permissive – Baby Boomers now parents of college-age kids)
“Absolute Organization” – freedom vs. involvement
Declining numbers of chapters and declining numbers within the chapters
Exodus of upper classmen (Country Club approach) who want the privileges of membership without its obligations
Modern communication replacing face-to-face interaction
Acacia Financial and Membership Trends
◣ Increasing dependence on the AFF for financial support as other income declines
◣ Membership declining
◣ Accounts receivables quality creating cash flow management issues
Annual Income
500000
450000
400000
350000
300000
250000
200000
150000
100000
50000
0
97/98
98/99
99/00
Total Income
AFF Income
00/01
01/02
02/03
Insurance Income
AFF support has ranged between 21 and 35 percent of total Fraternity income. For the last five years, premiums paid by
the chapters for the Fraternity’s liability insurance have ranged from 20 percent to 25 percent of total Fraternity income.
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 8
Essentially all of the insurance income is paid out to the insurance provider in order to keep the costs as low as possible.
If the insurance premiums are deducted from the total income, then the AFF’s support has ranged from 28 percent to 44
percent of the Fraternity’s income. The AFF’s support in the 02-03 school year was 42.7 percent after deducting the
insurance premiums.
4 0
6
0
8
1
0 0
2
1
6 0
0
8
2 0
0
4
/8
7
9
FS
A
u
F p
rt
o
9
/ 9 9
8
/0 0 /0
1 0
/ 2 0
1
/3
2
AFF Support
180000
160000
140000
120000
100000
80000
60000
40000
20000
0
97/98
98/99
99/00
00/01
01/02
02/03
The following pie chart shows the distribution of income from AFF, insurance premiums and all other sources for the
last five years. Remember the income from insurance premiums, 21.7 percent of all income for the last five years,
is essentially a pass-through item, which goes to the insurance carrier.
Income Last Income
5 Years
Acacia Fraternity
1999 through Present
All Other Income
AFF Income
Insurance Income
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 9
Acacia Fraternity: Pledges vs. Initiates History
800
700
600
500
400
300
200
100
89
/9
0
90
/9
1
91
/9
2
92
/9
3
93
/9
4
94
/9
5
95
/9
6
96
/9
7
97
/9
8
98
/9
9
99
/0
0
00
/0
1
01
/0
2
0
Pledges
Initiates
Accounts Receivable 5 Year Trend
250,000.00
200,000.00
150,000.00
100,000.00
50,000.00
0.00
98/99
99/00
00/01
01/02
02/03
Amount Billed Minus Credits
128,261.20
165,686.60
168,446.30
169,626.10
203,586.60
Amount Collected
121,322.80
145,897.90
153,826.40
170,195.00
172,125.60
17,396.99
57,168.93
61,629.38
48,081.89
48,837.68
Accounts Receivable > 90 Days
Although the above chart shows that amounts billed and amounts collected have increased each year, 01-02 was the
only year when amounts collected equaled or exceeded the amount billed. The difference in each of the other years
reflects receivables not collected in that year. Therefore, even though the 01-02 year shows an excess in dollars
collected, the excess of $568.90 collected in 01/02 does not offset the $41,346 that was not collected in the three
prior years or the $31,461.10 that was not collected in 02/03. Increased billings in 99/00 reflects the increase in
initiates shown in the Pledges vs. Initiates History in the same year and interest billed because of the increase in
accounts receivable over 90 days. The increased billings in 02-03 primarily reflect the increase in pledge, initiation and
per capita fees approved at the July 2002 Conclave. It should also be noted that the above chart does not include the
liability insurance premiums billed to each chapter. Insurance premiums are directly billed and paid to Kirklin.
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 10
Acacia Strengths, Weaknesses, Opportunities, and Threats (SWOT)
Strengths
◣ Diversity (ethnicity, idealism, independent
behavior) – Acacia does not fall into a
stereotype
◣ We respect others – Acacians are gentlemen
◣ Human Service Ethic – Acacians make
community service visible and applicable to the
community
◣ The name is unique – not Greek letters
◣ Strength of the brotherhood seen in the chapters
and with alumni
◣ Acacia a stepping stone to campus activities
◣ Rich history with solid Masonic roots
Weaknesses
◣ Financial discipline across chapters drives a
greater need for other sources of funding
◣ Less than desired Leadership Academy
involvement and lack of information sharing
with chapter memberships
◣ Alumni involvement and financial support
◣ Success and Focus of Expansion efforts
◣ Communication between international
fraternity and local chapters, and alumni
◣ Chapter officer accountability
◣ Volunteer commitment
◣ Small size of Fraternity – more than 30% of
Fraternity’s income generated from less than 5
chapters. This increases financial vulnerability
should there be a significant issue at one of the
large chapters.
Opportunities
◣ Non-Traditional Fraternities
◣ Expansion with focus on non-traditional
students and campuses
◣ Linkage with other smaller national fraternities
◣ New technologies for alumni/student
communication
◣ Donor base potential
◣ Growth of AFF and expansion of the base
◣ Alliance with Masonic Lodge
Threats
◣ Acacia financial health
◣ Limited staff at HQ
◣ Declining volunteerism
◣ Fraternities emerging that cater to special
interest groups
◣ University Learning Communities more
attractive to many students
◣ Fraternity’s’ image erosion – being viewed as
“just another campus organization”
◣ Prolonged US military global conflict and
economic crisis
◣ University opposition and administrative
scrutiny
◣ Current housing infrastructure needs (i.e., new
codes, etc.)
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 11
Appendix C: Increase Undergraduate Membership (Recruitment and Expansion)
Vision
Acacia Fraternity has dedicated itself to making good men better through strengthening the ties of friendship and
developing a brotherhood that promotes and sustains excellence in human service, academics, fellowship and campus
involvement. Acacia strives to recruit young men who exemplify these characteristics and who continue to pursue the
overall development of exceptional leadership qualities.
Goals
To accomplish the vision of increasing undergraduate membership, the following goals need to be accomplished:
Two-Year Goals:
Have a sustained and growing undergraduate membership.
Complete at least two colony/recolonizations/charterings (based on 2003 chapter rolls).
Determine the "Ideal Range" and "Acceptable Range" for membership in each chapter.
Develop partnerships with key selected Grand Lodge jurisdictions via Headquarters communications and marketing
for membership recruitment.
◣ Optimize chapter size based on university size, housing, Greek population, and other chapter-specific factors. It is
desirable to have all chapters operating within their optimal size.
◣
◣
◣
◣
Six-Year Goals:
◣ Increase total undergraduate membership increase by 10% (based on 2002 membership count).
◣ Complete at least seven colony/recolonizations/charterings (based on 2003 chapter rolls).
Guiding Principles
1. In order for undergraduate membership to increase, our chapters must emulate the following two principles:
a. The chapter that works the hardest and smartest, wins. For chapter recruitment to be successful, undergraduates
must work harder, smarter and be more creative in their membership recruitment initiatives. Simply complying
with the campus norms will result in competing for an increasingly smaller group of prospects. Chapters are
encouraged to make their chapters “stand above the crowd” – to offer something as unique but avoid the word
“different.”
b. The most important man in the chapter is the next one you recruit. Chapters must understand that your greatest
mission as a brother is to perpetuate the ideals and success of your chapter on your campus. This is done through
excellence in recruiting.
These two concepts are the foundations to a successful membership recruitment process.
2. Membership Recruitment
a. The International Council of Acacia Fraternity should evaluate the creation of an Recruitment Specialist
position. He should have talent, experience or clear qualifications for appointment. This is expected to become a
permanent position that focuses on the following objectives:
◣ Conducting reviews of recruitment procedures, policies and materials that individual chapters use. This
ensures that the most positive image of Acacia is presented to potential members.
◣ Recommending modifications to Acacia Fraternity recruitment material, and overseeing the development of
recruitment materials
◣ Completing “How-To” recruitment CD-ROM. Development being within one year of appointment with the
International Council and the Acacia Fraternity Foundation (AFF).
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 12
◣
◣
◣
◣
◣
◣
3.
Completing a recruitment website to direct prospective members to within one year of appointment in
cooperation with the International Council.
Completing review and development of brochures, handouts and other pertinent recruitment information.
with Headquarters within two years of appointment.
Gathering and organizing information to establish guidelines for determining optimal chapter sizes acorss
our membership. The chapters will be asked to report on progress in reaching their optimal chapter size and
the HQ staff will monitor and report on this progress to all chapters and the International Council.
Developing a Chapter Recruitment Chair Conference, possibly Regional, to be held annually to train the
recruitment chairs on shared issues facing rush and to exchange best practices.
Maintaining contact information of all recruitment chairs annually and facilitate communication between
recruitment chairs and HQ to exchange best practices.
Providing training/support with chapters.
Chapter Expansion
a. The International Council should evaluate the creation of an Expansion Coordinator position as a major part
of the plan implementation. He will be responsible for:
◣ Assessing opportunities for chapter expansion, potential fit with Acacia, and making recommendations to
the International Council on how to proceed.
◣ Determining alumni support for colonization initiatives.
◣ If there is a Grand Lodge jurisdiction we can develop a partnership with, we should do so prior to
expanding to gain additional support and resources for membership and recruitment.
◣ Making recommendations to the Executive Director and International Council based on findings.
◣ Maintaining an expansion section on the www.acacia.org website.
Resources
1. Recruitment
◣ Funding “How-To” recruitment CD-ROMs, materials and website.
◣ Additional Leadership Consultant position created to serve as Recruitment Specialist and Expansion
Coordinator (Assumed one position initially at a $40,000 per annum salary).
◣ Utilize Council Leadership and Staff Members.
◣ Develop and Cultivate Grand Lodge partnerships for recruitment.
◣ Our own chapters “best practices.” What is working for others? Publicize.
2. Expansion
◣ Staff to conduct needs-assessment on prospective campuses (Council policy directive as guide).
◣ Local alumni and amount of financial support for a recolonization.
◣ New colony - determine if any alumni in local area.
◣ Chapter Expansion Consultants funded by AFF through fundraising efforts.
3. Headquarters’ Staff
◣ Serve as a resource for chapters.
◣ Serve as communications coordinator between Committees, International Council and chapters.
◣ Serve as tracking point for membership recruitment and expansions initiatives.
Projected Benefits to Acacia
1. Survival of Acacia Fraternity
2. Growth and expansion
3. More services offered to members
4. Enhanced communications
What Undergraduate Members Can Do to Help
Recruiting new members is not to be solely the responsibility of the recruitment chair.
◣
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 13
Recruit new members who live up to the ideals, principles and philosophies of Acacia Fraternity (Every first year
member should recruit at least one new member during his first year of membership).
◣ Provide referrals of likely candidates for membership to chapters throughout the country.
◣ Share best practices and lessons learned on recruitment with chapters throughout the country.
◣
What Alumni Members Can Do to Help
Encourage and support your home and nearby chapters in recruitment efforts by contributing time, money or ideas
for recruitment retreats and seminars.
◣ Support and encourage the development of new initiatives by the International Fraternity and the local chapter.
◣ Provide referrals of likely candidates for membership to chapters throughout the country.
◣
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 14
Appendix D: Increase Undergraduate Retention and Participation
Vision
From pledgeship, each member of Acacia Fraternity continues to build a relationship and commitment with one another
and with the fraternity. The fraternity offers an organization that challenges members to become:
◣
Scholars
◣
Leaders
◣
Socially skilled
◣
Socially aware
Thus, the Fraternity strives to develop in its members a well-rounded individual with a focus on academic excellence,
human service and personal development.
Goals
Two-Year Goals:
◣ Alumni corporation boards and active chapters should investigate steps and develop long term plans to
modernize chapter housing, as necessary.
◣ Chapters will develop and conduct a questionnaire for alumni and undergraduate members to compare and
match interests each semester.
◣ Each chapter should use the guidelines provided by HQ to develop a point accountability system that measures
the level of each member's commitment to the fraternity over the course of following semesters.
◣ Each chapter should have, in place and functioning, a brotherhood chairman or similar position.
◣ Chapters should develop and establish an Alumni Mentor Program, and work with Alumni boards to recruit
alumni mentors for each of the undergraduates within the chapters.
◣ Chapters will develop and conduct a questionnaire for alumni and undergraduate members to compare and
match interests.
◣ Acacia Fraternity staff will classify each chapter into one of the three levels outlined below based on the
evaluation of the report submitted by each chapter.
◣ The Acacia Fraternity website will have a networking board and an online resume listing.
◣ The Acacia Fraternity Foundation will submit, to the International Council, a new plan for communicating to
the undergraduates about AFF scholarships, Dollars for Scholars, and other academic scholarship programs.
◣ Each chapter should host at least two "brothers only" events per month.
◣ Acacia Fraternity should develop a Study Skills seminar to be implemented at each chapter (and pledge
program).
◣ Acacia Fraternity will develop an information packet specifically designed for parents explaining the history of
the fraternity, its purpose, its goals, its programming, the necessity of parental involvement and an explanation
of all fraternal activities.
Six-Year Goals:
◣ Acacia Chapters retain active members for all eligible years on campus (>90% of undergraduates)
◣ Engaged Parent Groups at each chapter
◣ Engaged Alumni Mentor Programs at each chapter
Approach
Implementing a Council recommended Point Accountability System (PAS):
The following elements (at a minimum) should be included for tracking:
◣ Attendance at chapter meetings
◣ Attendance at recruitment events
◣ Attendance at philanthropic events
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 15
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◣
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Attendance at Fraternity activities
Payment of financial obligations to the Fraternity on time
Meeting chapter standards for grades
Compliance with Laws of Acacia, chapter rules and regulations, University requirements and Honor Code
Involvement in campus activities
Involvement in chapter leadership positions
Participating in development activities
Having a checklist with too much number crunching gets repetitive and tedious – try to find a way to make the
system user-friendly
Three levels of commitment should be identified to measure each member. These levels of commitment are
categorized: 1) Exemplary Commitment 2) Average Commitment 3) Unacceptable Commitment.
◣ Each chapter is strongly encouraged to annually, or semi-annually, recognize chapters who exercise exemplary
commitment. Similarly, it is up to individual chapters to hand out any punishments they see fit. Chapters can
also use the Point Accountability System to determine whether a member’s rights (fully or partially) should be
revoked. An annual report, including methodology used to reach these rankings, of the levels of commitment
found in each member should be forwarded to the International office for examination.
◣ Upon examination of the chapter reports the International headquarters staff will determine, based upon the
chapter’s data, the level of commitment for each chapter and classify them into one of the following categories:
a. Tier 1 Chapter: Chapter has a high level of commitment from over 2/3 of the members, maintains
programming and coordination in each of the ten areas cited earlier in this section and appears to be selfsustaining.
b. Tier 2 Chapter: Chapter has a high level of commitment from 1/2 to 2/3 of the members, maintains
programming and coordination in most of the ten areas cited earlier in this section and appears to need
assistance in some areas.
c. Tier 3 Chapter: Chapter has high commitment level from 1/3 or less of the total membership, does not
maintain programming or coordination in most of the ten areas cited earlier in this section and needs nearterm assistance.
d. Rewarding Tier 1 chapters, or individuals that contribute to a Tier 1 placement, could result in more willing
participation.
◣
Modernization of Chapter Housing:
The evolution of campus living options, including remodeled campus dormitories and modern (non-regulated) offcampus living accommodations, is driving the growing competitiveness of physical plants to attract and retain
members.
◣ All chapter housing and property should maintain standards for cleaning and upkeep by both undergraduate
members and alumni corporation boards.
◣ Senior members should be encouraged to live in the house.
◣ Modernization could include, but is not limited to, Internet access in each room, individual rooms, modern
technology in commons areas, individual showers, etc.
Networking and Opportunities Board
◣ The International website, www.acacia.org should be formatted to include a section where job opportunities
and networking interests can be posted.
Scholarship Programs
◣ At chapter functions, an International Council member, AFF member, or staff member should present
scholarships on behalf of the AFF so that other members of the chapter can see those members being
rewarded for exemplary commitment.
Brotherhood Programming:
◣ Possibly the strongest element in retaining members is to reinforce their ties to the brotherhood. Chapters
should work to constantly improve the ties of brotherhood through retreats and other activities.
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 16
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The Brotherhood Chairman position:
The main responsibility of this position is to plan events and activities that bring members together.
This officer can also be involved in negotiating a resolution of conflicts between members. This should
be limited to minor conflicts. Anything the Brotherhood Chairman feels is too big to resolve should be
left to the Judicial/Standards Board or chapter.
This officer should be involved enough to foresee arising problems with certain members, i.e.
personality clashes, and take pre-emptive steps to prevent such problems.
Historically, minor problems have led to the exit of members from their chapters. This position is to be
used as the initial step in resolving problems in an objective manner. Judicial or Standards Board or
chapter actions should only be taken on minor issues if no resolution can be reached with the
Brotherhood Chairman.
A similar position can be developed on an alumni advisory board to ensure the continuation of the
development of brotherhood both with the alumni and within the chapter.
Alumni Mentor Program
◣ This program is important in maintaining a level of involvement with the Fraternity throughout college.
Alumni members should offer avenues (contacts, other alumni, resources, etc.) for advising or professional
networking.
◣ As viable, each member would be encouraged to have an alumni member of the chapter with whom he can
communicate via email, telephone and/or in person to compare fraternal experiences, discuss fears and
problems, and, most importantly, begin the process of career networking.
Rejuvenation of Chapter Programming
◣ Chapters face increasing competition to recruiting potential members through Freshman Interest Groups,
Learning Communities, and the like. In response to this growing national trend, the Fraternity must take steps
to improve chapter programming across the board – aimed at offering a broader experience for college
students.
International study skills seminar
- The seminar should focus on the “How-Tos” for collegiate studying.
- This seminar should be implemented by chapter officers and could be in the form of a Gold Book.
Parental Involvement
- Parents should always be involved in their son’s growing and learning process. Since that which is
secretive or unknown typically scares parents, the Fraternity must strive for greater parental
knowledge and involvement.
- The parental information packet should be available on websites and be made available to parents as
early as during recruitment and as late as their sons initial joining of the Fraternity.
- Parents Clubs, Mom/Dad weekends and parent weekends should be encouraged for all chapters.
Creation of a Parents Club is recommended.
- Contact information of alumni members, alumni board members, chapter officers and international
officers and staff should be made available to parents.
Teaching Core Values, Principles and History (Code of Conduct)
- From pledgeship, chapters should begin to teach each member about the values of the Fraternity and
how, historically, those came about to instill a feeling of pride and belonging.
Leadership Development and Training
It is important for leadership development and training to be included in membership education.
Older members exhibit such skills through continual involvement in the leadership of the Fraternity
and/or campus organizations, and members should prepare themselves to be leaders in their
communities and places of work upon graduation.
-
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 17
Resources
◣Staff support for programming development
◣Undergraduate support to create programs
◣Alumni involvement to support mentor initiative
Projected Benefits to Acacia
Retention:
◣ As each area is developed, each chapter will have more ways to retain members. The hope is to provide each
member with a continually reinforced personal tie to the Fraternity and its intricacies as well as visible benefits.
The implementation of this plan provides a continuous numbers benefit to the Fraternity that should last for
each member’s tenure in college and serve as a stepping stone to his alumni involvement.
◣ Further, the members of the Fraternity are seeking out alumni members to be involved in a simple mentor
program and act as a part of a network for undergraduates. This provides the Fraternity with a greater alumni
base and the possibility of discovering other alumni contacts through that base.
What Undergraduate Members Can Do to Help
◣
◣
◣
◣
Focus on exemplary brotherhood behavior.
Maintain the programs outlined above and work to improve each area.
Award members who constantly maintain exemplary status.
Encourage members who are failing to maintain a high status and assist them with areas where it is needed.
What Alumni Members Can Do to Help
It is imperative that alumni members volunteer to be mentors in the mentoring program. This program should be
sensitive to alumni time commitments, and should be used mainly as a contact and line of communication for
undergraduate members. The initial relationship should be developed immediately after pledging the Fraternity, but it is
important to maintain and cultivate that relationship throughout the undergraduates’ tenure in the Fraternity.
◣ Alumni Boards should maintain a focus to provide safe and modern chapter housing to remain competitive with
the current needs and wants of incoming students.
◣ HQ and chapter alumni records should be updated regularly.
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 18
Appendix E: Strengthen Membership Education
Vision, Goals and Approach
Acacia will create a standardized pledge program focused on excellence in ritual work, comprehensive and working
knowledge of the Pythagoras, as well as instruction in life, academic, social and business skills. Also to be reinforced is
the importance of participating in the active chapter and in the development of future members. Additionally, to
enhance rising liability insurance costs, we will focus on reducing the occurrences of "questionable behavior"
throughout the undergraduate membership. This includes abuse of drugs and alcohol, sexual assault and hazing. We
will utilize and consider enhancing existing ritual while incorporating ancillary and related instruction on the core
values and principles of Acacia, resulting in a comprehensive pledge program that will exceed the programs set by other
national fraternities.
Two-Year Goals:
◣ Ensure that new members understand fraternity operations, costs, and need for risk management.
◣ Review existing Gold Books, Pythagoras and individual chapter manuals for potential changes.
◣ Distribute, in both print and electronic format, a comprehensive survey to alumni and undergraduates asking
that they respond to questions on the Fraternity's history, skills that they would like to have seen offered,
education that was or wasn't provided, etc. This will be the benchmark by which the new program is developed.
◣ Ask the International President to form a committee to review the surveys and implement "best practices" from
the responses, along with independent ideas, for the establishment of a new member education program. A set
of minimum requirements should be agreed upon.
◣ A committee can also be formed to evaluate current pledge periods. A set pledge period - possibly six-ten
weeks - could not only help chapters in retaining pledges, it also provides a tool for Headquarters to have an
idea when payments should be sent in annually.
◣ Ensure that chapters have sufficient copies of the Pythagoras, ritual equipment, badges, etc. Quality begins
with some of these small details.
◣ Publish an updated Pythagoras - provide in a .pdf format and provide downloadable via the website.
◣ Revise Gold Books to provide pertinent ancillary information and assistance based on undergraduate and
alumni responses to the survey mentioned above.
◣ Evaluate the process by which new members are educated (i.e., should the pledge process be revised in a way
that teaches new members about Acacia in sections or stages).
◣ Begin a re-education plan for current members by the third week of fall semester to re-familiarize everyone with
Acacia. This can be a "brothers-only" type of event, don't treat it like a test/class.
Six-Year Goals:
◣ Have full implementation and acceptance of the new member education procedures.
◣ Measure participation and involvement by alumni who have been involved with Acacia since the
implementation of the revised membership education program.
◣ Survey and chart the progress and success of alumni members who have been involved with Acacia since the
implementation of the revised membership education program.
Summary of Key Milestones
◣
Success will be achieved when all of the goals outlined above are completed within their respective timelines.
Resources
Acacia must raise sufficient funds to support the publishing and development of enhanced pledge education
manuals.
◣ Alumni members who are willing to serve on a board of advisors to each Chapter on that Chapters distinct
history, the history of Acacia as a whole and the particular Chapter as well as relevant ancillary topics of
interest to young men.
◣
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 19
◣
Dedication by local Masonic lodges that are willing to serve in education. Masonic members can be utilized in
explaining some Masonic history and the interplay of Acacia Fraternity (this should be a continuing program for
both pledges and actives).
Projected Benefits to Acacia
Increased identification with Acacia beyond “a place to live.”
Business, etiquette and job placement skills provide a tangible benefit that alumni can remember. This then
should positively influence alumni giving; the alumnus has received a measurable benefit and is now giving
back to the organization that provided him with a service.
◣ Understanding of traditions and history associated with Acacia and its unique formation.
◣ Increased involvement with Masonic lodges helps the members with an increased pool of contacts and
resources, and also gives the members an additional sense of history to take away.
◣ To remind all members that Acacia is not just a college experience, but a lifelong opportunity.
◣
◣
What Undergraduate Members Can Do to Help
Suggest topics and ancillary areas of interest that would benefit them in the future so that Acacia can be seen as
“adding value” beyond the goods times of college.
◣ “Tell us” what they know of the history of Acacia and its heritage so the education plans can be tailored to
undergraduate needs. We must have a gauge of the representative knowledge of the Fraternity in order to
develop future education plans.
◣ Buy into and promote additional member education—without this acceptance, new programs won’t work. We
must strive to have the firm and honest commitment of every house council member.
◣ Hold chapter and pledge meetings at a time when it will be convenient for alumni and relevant invitees to
attend.
◣
What Alumni Members Can Do to Help
Attend degree work and initiation ceremonies to ensure strict compliance and excellence in ritual work.
Schedule visits at chapter and pledge meetings to discuss history, past customs, traditions (especially those lost
over time), and generally provide a sense of perspective to the members.
◣ Meet with members to ensure that the new member education program is being followed.
◣
◣
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 20
Appendix F: Increase Alumni Involvement
Vision, Goals and Approach
The success of increasing alumni involvement is almost exclusively contingent on increasing communications
with alumni. When alumni are communicated with, they feel more motivated to get involved. Whether we like
it or not, only a small percentage of dedicated brothers continue involvement with the Fraternity upon
graduation – as a result of changing interests, job and family responsibilities, physically moving away from the
local chapter, etc.
◣ While we would prefer all brothers to be proactive in keeping involvement, the reality is that the bulk of this
responsibility falls to the local chapters and International HQ. In fact, the International HQ currently plays the
most critical role in driving this program.
◣ Implementing a more proactive, streamlined and HQ-driven communications program – focused on increased
communications from local chapters and International HQ to alumni - will result in increased alumni
involvement and financial support.
◣ Ensure that the alumni understand the current Greek system issues, such as the rising cost of insurance, risk
management, declining membership trends, and the need for them to engage as active Acacians within their
community, and within their Fraternity.
◣
Goals
Two-Year Goals:
◣ Alumni e-mail list compiled by HQ.
◣ Assessment of chapters requiring Chapter Advisors completed.
◣ International Council member with to be responsible for these goals identified and appointed.
◣ Two Updates and one Triad mailed as well as delivered electronically.
◣ Automatic notification to chapters of new alumni information, and reverse e-mail to alumni with key chapter
information.
◣ Recruitment program underway - all chapters have a Chapter Advisor.
◣ Meeting with local alumni should be a practice the Leadership Consultant follows when visiting local chapters.
◣ Increase the number of alumni contributing by 5-10% on an annual, year-over-year basis.
◣ Begin development and reactivation of Acacia alumni associations. Pursue this through a partnering program
utilizing alumni associations already in existence to establish similar associations for chapters that do not have
them. Emphasize "strengthening the ties of friendship" - meeting more people and having a good time, but be
sure to develop a purpose. Alumni chapters without any purpose fall apart. These alumni associations can be
both chapter specific and regional in orientation to maximize interest across the country.
◣ Create a Gold Book on Homecoming.
◣ Develop alternative activities for non-traditional alumni who attend Conclave, such as the planned golf outing
for the Centennial Celebration.
◣ 30% of contributors on a "monthly" payment plan, with continued solicitations to encourage increased
contributions.
◣ Four to six electronic updates distributed to alumni and actives.
Six-Year Goals:
◣ 75% of contributions made on a "monthly" basis with continued solicitations to encourage increased
contributions.
◣ 50% increase (from year one) in number of alumni making donations.
◣ All chapters have alumni associations in place.
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 21
Summary of Key Milestones
◣
The program does not have to be complicated – emphasis should be placed on building on existing mechanisms
and raising the standards of communications – some chapters have great programs and others have none.
Communication from HQ also ranges from excellent when requesting money, to needing improvement when
sharing other information.
Communications/Involvement:
International HQ must have the ability and resources to regularly communicate with alumni on matters other
than requests for money.
◣ Electronic communications should be enhanced.
◣ Two-way interaction should be improved. For example, if an alumnus updates information on the website, the
local chapter should be immediately notified and information passed on and, at a minimum, the alumnus should
be provided by return e-mail with updated contact information about the chapter.
◣ 100% of chapters should have Chapter Advisors.
◣
Financial Contributions:
◣ Increasing donation levels from those already giving should be considered, but the first priority should be to
increase the number of alumni actually giving financial contributions.
◣ Explain to donors how funds will be used.
◣ Make it easier for alumni to contribute. Provide the option of direct deposit donations, credit card donations,
and planned gifts.
Resources
Utilize the Communications Specialist to coordinate alumni communications.
Appointment of an International Council member to oversee alumni communication.
Electronic mailing list to alumni from HQ with regular updates, i.e., monthly, quarterly – this doesn’t have to be
overly fancy or comprehensive, but it should deliver “value.”
◣ Regular mailing of Triad and Update to all members. Electronic delivery of Triad and Update to those with email addresses in addition to mailed hard copy.
◣ HQ to update local chapters with alumni contact information as gathered.
◣
◣
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Projected Benefits to Acacia
◣ Greater engagement in the activities of Acacia by alumni brothers.
◣ Better education of new actives about the values and principles of Acacia.
◣ Increased mentorship – formal and informal.
◣ Increased contributions from alumni.
◣
What Undergraduate Members Can Do to Help
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Keep alumni informed of officer elections, address changes, etc.
Provide an updated annual directory of actives and alumni.
Inform alumni of major events – i.e., initiation, major philanthropy events, social events, etc.
What Alumni Members Can Do to Help
◣ Share and update addresses with HQ and local chapter.
◣ Contribute annually to the Foundation and to their respective local chapters.
◣ Participate in one chapter event per year – philanthropic, pledge education, social, etc.
◣ Serve on chapter/alumni committees.
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 22
Appendix G: Philanthropic Endeavors
Purpose and Vision
This appendix outlines a philanthropic plan that enhances the presence and recognition of Acacia Fraternity by
identifying like-minded organizations, creating new philanthropic relations and generating greater active chapter pride
and sense of accomplishment in philanthropy. Society has created an ideology that instinctively asks, "What is in it for
me?" Traditionally, philanthropy doesn't address the needs of participants but only the needs of the recipients. This
shall not be the case with Acacia Fraternity. Relationships, both with non-profit organizations and our active menbers,
are a vital bond that Acacia shall actively seek to develop and strengthen. We want to ensure our focus is, “What can
we do to help others.”
Acacia possesses the ability to bring more than just financial support to these organizations. The offering of labor and
positive long-lasting relations is the basis for these working relationships. Acacia shall seek to develop strong ties with
its existing philanthropic partners while acknowledging that new partnerships must be actively sought.
Goals
Two-Year Goals:
◣ Strengthen existing relationships to create a mutually beneficial relationship.
◣ Actively seek new partnerships and opportunities that are representative of Acacia's principles. Review the
merits of the current national philanthropy to determine if it remains a viable asset to the Fraternity.
◣ Promote philanthropy as a self-satisfying accomplishment, a way to socialize and have fun and a networking
opportunity.
◣ Come up with a brief summary on www.acacia.org on who chapters should notify about their philanthropy.
Getting publicized for their efforts helps individual chapters and the Fraternity as a whole.
◣ Create a Gold Book on philanthropy.
◣ Strengthen Masonic ties to extend reach and financial impact of philanthropic initiatives.
Approach
By expressing our excitement and sharing our willingness to continue developing a strong working relationship
with our existing philanthropic partners, Acacia will reap many benefits. Acacia will partner with these
organiztions in their public relations, focusing on our excitement as participants and being able to contribute to
the community.
◣ New relations should focus on like-minded organizations that could benefit from Acacia as much Acacia would
benefit from them. Opportunities for our actives to have fun and enjoy their contribution shall be one of the
primary concerns.
◣
Summary of Key Milestones
1. Strengthening Existing Ties
By approaching existing partners and sharing Acacia’s excitement and energy, the partners will feed off this
energy to create a positive working relationship. This working relationship is imperative as this will provide two
fundamental benefits to Acacia.
◣ Exemplify and demonstrate Acacia’s dedication to Human Service.
◣ Provide a positive environment and association with which Acacia is identified.
An example of this would be a toy drive where half of the toys would go to Masonic children’s hospitals, and the
other half would go to local communities. This would serve to strengthen current ties and get recognition on the
local level.
2. Identify New Philanthropic Opportunities
New philanthropic endeavors shall actively be sought. These new opportunities must meet three criteria:
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 23
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Embody the fundamental principles that Acacia represents.
Provide Acacia opportunity to actively contribute with both dollars and participation.
Provide our active membership an environment where involvement is eagerly anticipated.
For example, youth sports programs provide a way for Acacians to not only help the children in a local
community, but also give parents a good outlook on Acacia.
3. Positive Promotion within Active Membership
◣ Positive promotion will create an attitude within the active membership that participation is not seen as
mandatory or obligatory but only established for them as an opportunity to reach out and express the
chapter’s interest.
◣ The multiple opportunities available will allow chapters to pick and choose a relationship that is the most
emotionally beneficial for them. No chapter wants to contribute to some organization they will never see or
feel the effects of.
◣ Make certain chapters are aware of the difference between service hours and service dollars. Just because
some philanthropies don’t raise money, does not mean it is a bad philanthrophy. Giving time is just as good
as raising money. – e.g., soup kitchens, toy drives, volunteering for reading programs, etc.
◣ Chapters should make a philanthropy a part of Initiation Week. This would serve as a positive way to instill
brotherhood between members.
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Resources
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Acacia Fraternity will continue to stand behind its current philanthropic partners. The continued growth
and nurturing of like-minded organizations working together is a focal point of this plan. Acacia Fraternity
Headquarters staff, assisted by the International Council, shall actively promote strong relations not only
with current philanthropic partners but will identify new opportunities as they present themselves.
◣
The Acacia Fraternity Headquarters staff and the International Council shall not be solely responsible for
developing opportunities. Every active chapter shall seek opportunities to positively promote the ideals of
Acacia by identifying organizations that create mutually beneficial relations for both parties involved.
Alumni should also share potential opportunities where they feel the active chapter should become
involved.
Projected Benefits to Acacia
◣
◣
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Increased number of philanthropic contacts
Greater active membership participation
Increased positive public relations on both local and international level
What Undergraduate Members Can Do to Help
◣
Every active chapter shall seek opportunities to positively promote the ideals of Acacia Fraternity by
identifying organizations that will create mutually beneficial relationships for both parties involved.
What Alumni Members Can Do to Help
◣
The alumni shall be aware of the community in which they reside. They shall share any opportunities
where they feel the active chapter may benefit with those active in making such decisions.
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 24
Appendix H: Improving Financial Health
Vision
To operate a fiscally sound fraternity through responsible chapter financial management, controlled headquarters
expenses, and supported through a healthy endowment that optimizes the educational programming and support as
allowable by IRS regulations. Additionally, we desire sufficient endowment strength to enhance programming
standards, expand our membership base and enable Acacia to be a lifelong affiliation for its members.
Goals
Two-Year Goals:
◣ Income to be greater than or equal to expenses.
◣ Establish sound chapter financial practices that minimize Acacia Fraternity receivables.
◣ Optimize Acacia Headquarters financial management to minimize receivable.
◣ Measure improvements to hold flat or reduce controllable expenses.
◣ Increase the Foundation endowment and increase annual contributions for allowable IRS educational
funding support.
Six-Year Goals:
◣ Fraternity income exceeds expenses with reserves established and the Foundation has a significantly larger
endowment to fund programming and operations.
◣ Develop new guidelines and training for chapters on budgeting and financial management.
◣ Utilize www.acacia.org and put financial information online so undergraduates know where funds go.
◣ Implement enhanced risk management programming and standards in conjunction with our insurance
carrier to slow the rising costs of insurance across the Fraternity.
Summary of Key Milestones
◣
Measurement of Financial Activity
- Accounts Receivable should all be less than 90 days old, with none outstanding
- Accounts Payable should be optimized for cash flow – 30 days or longer as allowable
- Net Income should be positive
- The membership trend should be positive each semester as measured (including pledges)
◣
Milestones
- Getting chapters to pay is a topic of much concern. The following are ideas, some very strict, on how to get
chapters to pay:
◣ Create a bank account for each chapter that has an automatic withdrawal system.
◣ Some universities have a checklist system in which any student not paying is ineligible to enroll for classes.
◣ Suspend the charter of any chapter for nonpayment.
◣ Consider giving the Headquarters authority to pull the pins on any nonpaying members (this would have to
be voted on in Conclave).
◣ Establish awareness program surrounding the rising costs of insurance across the fraternity. Enhance Risk
Management program to help facilitate maximum risk reduction and cost defraying benefits.
Resources
◣
◣
◣
Existing chapter base and membership
Expanded chapter base and membership
Expanded staff by two positions initially: (Note that endowing these positions would require approximately $1
million of funds to be raised per position.)
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 25
Recruitment Specialist/Expansion Coordinator. One position initially, with possible splitting into two focused
roles ($40,000 each)
Development Specialist. This role would focus on professional fund raising, planned giving, and donor
development ($40,000)
Hardware/Software upgrades ($25,000)
Educational program development ($50,000)
Expanded scholarship funding
Maximizing eligible educational-related Acacia Fraternity expenses by the AFF (Approximately $3,000,000)
-
◣
◣
◣
◣
Initial Estimate of Financial Requirements: $395,000 (If requirements funded each year) or $3,075,000 if endowed
(assumes 5% return per annum), or $6,075,000 if optimizing foundation size to support the fraternity’s educational
operations.
Projected Benefits
◣
Acacia will be fiscally sound and maintain greater flexibility to serve and expand programming and support for
chapters and alumni.
What Undergraduates Can Do to Help
Responsible financial management
Drive membership recruitment and ensure that fiscal management is part of the recruiting and membership
education process
◣ Drive active member retention
◣ Make certain that parents are aware of all financial obligations
◣
◣
What Alumni Members Can Do to Help
◣
◣
◣
Get involved
Good chapters have good Chapter Advisors and Financial Advisors
Support the Acacia Fraternity Foundation and the local chapters
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 26
Appendix I: Aggressively Increase Communication
Vision and Goals
Acacia Fraternity will launch and maintain a multi-faceted communications program; the professionalism, impact and
efficacy of which will rival similar programs executed by leading corporations and non-profits. The breadth and
relevance of the content at www.acacia.org will render it an indispensable resource for undergraduates and alumni
alike. Staff, alumni and undergraduates will recognize that the success of our Fraternity depends upon two-way
communication and respond accordingly. The described plan will be utilized for communication of the strategic plan
specifically, as well as for enabling achievement of each of the respective goal areas.
Two-Year Goals:
◣ Update and digitize Acacia publications and print material (including archives) to provide to provide both print and
digital access to information.
◣ Redesign the www.acacia.org site to achieve greater relevance and functionality as well as adherence to Acacia
graphic standards. Make key portions of the site accessible to registered users only, utilizing the registration
process as a mechanism for collecting undergraduate and alumni data, especially e-mail addresses.
◣ Enhance e-mail database, and begin publishing a monthly HTML newsletter featuring elements of this plan, as well
as other standard information of interest and use to alumni and undergraduates. Utilize a third party source to assist
in distribution management and maintenance of the e-mailing list.
◣ Establish a new award to recognize chapters who excel at communications.
◣ Provide essential digital graphics hardware, software and training for appropriate staff member(s).
◣ Evaluate the Triad and implement changes as necessary to ensure that the publication remains relevant to its
readership.
◣ Implement a program to collect as many alumni and undergraduate e-mail addresses as possible to facilitate more
timely and inexpensive communication. Look into the option of a "smart" e-mail system.
◣ Investigate the creation of portal communities for each chapter.
◣ Create and make available standard communication tools, such as banners, nametags, note cards and posters, which
chapters can download for color output or printing.
◣ Create additional downloadable chapter tools in the form of fact sheets on a wide variety of topics such as media
relations basics, talking points for rushees and their parents, principles of effective chapter management and so on.
Poll chapters online for input regarding topics of particular interest to them.
◣ Create online resources for alumni who wish to get involved in the Fraternity, including such topics as how to start
an alumni chapter, or whom to contact regarding specific volunteer opportunities.
◣ Create online fact sheets addressing questions asked by potential interest groups.
Summary of Key Milestones
Goals outlined above will be achieved within the timeframes specified.
Resources
Alumni volunteers and staff resources to digitize Acacia material, establish Acacia branding image, and pursue the
range of communications projects.
Projected Benefits to Acacia
A more connected Fraternity and its membership!
Cost savings resulting from the migration of printed items to digital files available online.
Greater short-term efficiency and productivity at the staff level as many inquiries and requests for information can
be answered simply by directing the individual to www.acacia.org. Long-term, the revamped site will be known as
the definitive resource for all matters pertaining to Acacia and inquiries will taper off significantly.
◣ Intangible benefits of a polished and professional “brand image.”
◣
◣
◣
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 27
What Undergraduate Members Can Do to Help
Communicate chapter news with Acacia Headquarters. Make this part of the Point Accountability System in order
for this to be measured with regularity.
◣ Respond to any inquiries from the national office so that we can make sure the tools your chapter needs are made
available.
◣
What Alumni Members Can Do to Help
◣
◣
Donate funds, goods or services earmarked to communications efforts.
Let the national office know what is going on in your alumni chapter and with individual brothers so we can share
your news with the rest of the fraternity.
Strategic Goal Communication Plans
Increasing Undergraduate Membership (Including Membership Recruitment):
Recruitment Officer and Expansion Coordinator must ensure that communication and publication objectives are
met.
◣ Establish e-mail lists specific to recruitment and collect e-mail addresses from all recruitment chairs. Encourage
recruitment chairs to communicate with each other via this listserv to share experiences of successes and failures.
◣ Establish a web page on the “Egypt” area of the Acacia Fraternity website dedicated to recruitment with information
containing recruitment resources, suggestions and lessons learned from chapter recruitment chairs and committee
members.
◣ Encourage chapters to utilize website as a recruitment tool to promote and market Acacia to prospective members
and be sure to explain the benefits of joining our Fraternity.
◣ Develop dialogue with local lodges and then selected Grand Lodge jurisdictions.
◣ Encourage each chapter member to write down the name of at least one prospective member and begin recruiting
him (may be high school senior or college student).
◣ Encourage chapters to develop creative ways to publicize the Fraternity and market itself to prospective members.
◣
Increasing Undergraduate Retention and Participation:
The International Headquarters staff or delegated volunteer committee will create an instructional packet for
chapters to use when developing and implementing their point accountability system.
◣ The Fraternity will use the Triad, www.acacia.org and other e-mail lists and mailings to advertise the use of the job
board and resume listing. It is important to continually advertise because of the turnover in membership.
◣ The AFF should strive to develop a plan to more aggressively market educational scholarships at the chapter level.
◣ Undergraduate chapters need to recruit alumni to volunteer as mentors by personal phone calls, advertising in
newsletters and personal conversations at alumni events.
◣ Once the international study skills workshop has been developed, the Leadership Consultants should conduct the
first workshop as part of their chapter visitation schedule. This will ensure that the program is correctly introduced
to chapter curriculum.
◣ This program will be incorporated into the Pythagoras, as well as membership recruitment materials, as supported
by the Fraternity.
◣
Strengthening Membership Education:
◣ Develop comprehensive promotional materials “selling” the benefits of the program to undergraduates and alumni
members.
◣ Develop a plan to approach Masonic lodges and track involvement. This should be undertaken by alumni who have
taken the Masonic obligations.
◣ Identify a point person on the committee to implement and stay involved in this process.
◣ Provide all written materials in .pdf format for download on the website to allow ease of access and greater
dissemination.
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 28
Increasing Alumni Involvement:
◣ Launch e-mail and letter to alumni informing them of the new and improved alumni communications and financial
contribution program
◣ Leveraging enhanced communication plan as defined in this section
Expanding Philanthropic Endeavors:
◣ Leveraging vehicles outlined in this section
Improving Financial Health:
◣ Leverage the communication tools in this section to improve chapter reporting procedures
◣ Upgrade Headquarters IT capabilities
◣ Pursue telephone and written follow-ups with all chapters on their financial status
◣ Enhance alumni awareness and fund-raising programming
◣ Communicate the rising cost of local and national insurance, and develop a revised risk management plan that
maintains awareness and audits operations to ensure the collective is optimizing efforts to defray cost increases
Communicating the Strategic Plan
This plan will be a living document during the course of the plan, and will be frequently reviewed and updated, as
appropriate.
Upon ratification of this draft plan by both the International Council and the AFF Board of Directors, this draft will be
concurrently communicated in a series of alumni and undergraduate “Fire Side Chats” across the country. Input will be
solicited and modifications made, as appropriate. The final plan will be presented at the 2004 Centennial Conclave for
formal ratification by the membership.
Additionally, target donors will be directly solicited for input into the plan, and interest assessed to invest in its
achievement. These solicitations will be concurrently held with the regional meetings. A consultant may be engaged to
assist in facilitating this communication process, in addition to members of the Strategic Planning Committee, the
International Council, the AFF, and the Acacia Fraternity Headquarters Staff. Targeted fund raising and specific
campaigns will be designed and implemented, beginning in the spring of 2004.
The results in the progress of the plan will be frequently communicated to all active and alumni members, no less than
twice per year.
Authors: Acacia Strategic Planning Committee
Updated: 4/14/2004
Page 29