OUR OPERATING NORMS

Membership Development

• National Officers are trained on their fiduciary responsibilities.

Growth and Retention

• Fosters relationships with universities/colleges of inactive chapters and target campuses.
• Evaluates non-traditional extension opportunities.
• Involves collegians in the development, creation, and delivery of innovative extension materials.
• Works with recruitment experts to intensively support collegiate chapters’ recruitment efforts.
• Analyzes recruitment and campus data to provide relevant resources and support to chapter recruitment efforts.

Communication and Marketing

• Communicates with members through evolving forms of technology and social media.
• Utilize technology to remain current and relevant.
• Educates members through use of webinars and web meetings.
• Maintains visibility in the fraternal industry.
• Nurtures a relationship with the Alpha Sigma Tau Foundation through meetings and communication.
• Values individual member contact with the National Organization to maintain connectivity and productivity.

Infrastructure

• Maintains a fully staffed, state of the art Headquarters facility.
• Collegians, alumnae, and other volunteers assist in key areas of operations.
• Maintains a member database designed to enhance operations, communication, and member services.
• Operates in a strategic-governing model.
• Governing documents are in alignment with organizational mission and vision.

Alumnae Member Engagement

• Encourages alumnae affiliation of women whose values align with the Sorority’s.
• Participates in the NPC infrastructure through increased member involvement.
• Promotes involvement in Alumnae Panhellenic organizations.
• National Officers and Headquarters Staff connect with area alumnae when hosting or attending meetings and conferences across the country.

Maximize Financial Resources

• Increases non-dues revenue through licensed vendor and affinity partner relationships.
• National Officers receive monthly operational and investment financial reports.
• Utilizes technology for ease of payment by members and chapters.
• Offers incentives for dues paying alumnae.

OUR STRATEGIC PLAN

Membership Development (Collegiate, Alumnae & Volunteer Leadership)

1. Have all chapters at or above their respective campus’ all-women’s GPA or above a 3.2 (whichever is higher) by June, 2014.
2. All chapters will perform the Ritual as written, and all members will understand the relevance and importance of the Ritual.
3. Develop a collegiate/alumnae lifelong membership development program by May 2014.
4. Have all volunteers and staff receive training (initial and continuous training)
5. Cultivate members’ talents and passions through an emerging leader institute by June 2013.
6. Use National educational events for broad member population inclusion (general, officer, convention delegates, alumnae, volunteer leaders etc…), effectiveness, and outcomes.
7. Have each chapter participate in an external leadership development opportunity (campus, NPC, NIC, regional Greek, non-Greek, etc.) by May 2015.
8. Members contribute 250,000 collective service hours per calendar year by December 2015.
9. Members donate/raise $750,000 per calendar year to charitable causes by December 2015.
10. Conduct annual Chapter Officer Education by January 2011.

Growth and Retention

1. Ensure that women who join Alpha Sigma Tau leave the chapter in good standing.
2. Develop and execute a comprehensive extension strategy.
3. Have 75% of our chapters at or above total on their campus by June 2015.
4. Establish a qualitative and quantitative assessment of chapter strength for implementation by June 2013.
5. Develop a comprehensive recruitment resources plan for collegiate chapters.
6. Increase the number of alumnae involved in alumnae associations by 10% by 2013.
   
7. Ensure alumnae associations in 20 most Alpha Sigma Tau populous rich areas by August 2013.

Communication and Marketing

1. Develop and execute a comprehensive communication plan that effectively, consistently, and proactively communicates with all internal and external stakeholders by December 2012.
2. Utilize data analysis to develop and execute communication and marketing plan.
3. Conduct a branding and visual identity campaign through outsourced vendor by May 2012 with presentation of results by June 2012.

Infrastructure

1. Explore opportunities for safe and healthy living environments for collegians by January 2014.

Alumnae Member Engagement

1. Identify and promote opportunities and experiences for alumnae to contribute to the Sorority.
2. Have 100% placement and training of all available Collegiate Chapter Advisory Board positions by May 2015.

Maximize Financial Resources

1. Develop, execute, and communicate long-term financial plan to enhance financial position, educate members, and improve transparency by March 2012.
2. Explore and foster all revenue streams to fully fund all strategic objectives by 2015.
3. No chapter or member more than 90 days past due accounts receivable.
4. All chapters and colonies on Billhighway by August 2012.
5. Evaluate alumnae dues structure/program including “Life Members” program.