Strategic Plan

The Gamma Phi Beta strategic plan is our vision for the future. Our plan is our path forward, outlining the goals and objectives we will collectively work together to achieve over the next five years and beyond. 

The following outlines the goals and objectives that Gamma Phi Beta's workforce of staff and volunteers are working to achieve. Examples of strategies in each goal are provided to give you a snapshot of the work that will be accomplished in the 2017-18 fiscal year. Check back quarterly for updates on our progress in each area of our strategic plan. 

Goal: Build a Member Experience that Reflects the Best Gamma Phi Beta

Objectives under this goal are: 

  • Provide a quality member experience for our collegians.
  • Provide a quality member experience for our alumnae.
  • Create a culture of local volunteer empowerment.

The collective Gamma Phi Beta workforce is executing strategies in this area including:

  •  Provide support to all collegiate chapters through collegiate leadership consultant (CLC) visits.
  • Provide quality collegiate officer education and training. 
  • Increase alumnae touchpoints via social media, email, the website and other virtual methods.
  • Develop recruiting and onboarding practices to educate local volunteers about Gamma Phi Beta.

Accomplishments in this area include reviewing and updating chapter financial operating resources; identify opportunities to improve chapter financial operating practices; providing clear, accurate financial information to chapters; providing support to all collegiate chapters through CLC visits; increasing the number of educational programs delivered to collegiate members by CLCs annually; evaluating how CLCs can best support or train chapter advisors; updating Fidelity member education programming; providing quality collegiate officer education and training; providing an enriching new member experience that is based on results of our sisterhood research, best practices and the member competencies; developing, piloting and implementing a revised academic program; further developing member mentoring programs; strengthening in-person leadership development programs intended for collegiate audiences; developing a comprehensive approach to strengthening diversity and inclusion competence among collegiate members; ensure our collegians have safe and competitive facilities; increasing alumnae touchpoints via social media, email, the website and other virtual methods; increasing young alumnae (22-35) engagement; celebrating alumnae milestones; creating a comprehensive advisor training program; andcollaboration with Facilities Management Company to develop an AHC support and resource structure.


Goal: Expand the Influence of Building Strong Girls

Objectives under this goal are: 

  • Be recognized as a philanthropic leader among NPC organizations.
  • Build member affinity to Building Strong Girls.

The collective Gamma Phi Beta workforce is executing strategies in this area including:

  • Build member affinity to Building Strong Foster philanthropic interest by communicating philanthropy-inspired stories through traditional and digital marketing efforts monthly.
  • Increase support to chapters in implementing and maximizing their Moonball efforts. 
  • Strengthen collegiate and alumnae chapter relationships/involvement with Girls on the Run. 

Accomplishments in this area include

increasing philanthropic dollars raised by chapters for Girls on the Run; increasing support to chapters in implementing and maximizing their Moonball efforts; increasing the number of Building Strong Girls programs delivered to collegiate members by CLCs annually; promoting a stronger Building Strong Girls
message in all extension presentations; fostering philanthropic interest by communicating philanthropy-inspired stories through traditional and digital marketing efforts monthly; and strengthening collegiate and alumnae chapter relationships/involvement with Girls on the Run.


Goal: Develop and Execute a Strategic Governance Culture and Resources

Objectives under this goal are:

  • Establish the necessary workforce structure to actualize the governance model.
  • Provide training and resources that empower workforce operations.

The collective Gamma Phi Beta workforce is executing strategies in this area including:

  • Utilize transition committee of workforce members to provide ongoing evaluation and development of positive and transparent relationships among volunteer leaders and staff.
  • Develop workforce communication plan to encourage engagement and knowledge of Gamma Phi Beta at every level. 
  •  Educate FSAs about educational program offerings through establishing Back to School Newsletters. 

Accomplishments in this area include

assessing volunteer structure and evolution to support a governance culture; utilizing transition committee of workforce members to provide ongoing evaluation and development of positive and transparent relationships among volunteer leaders and staff; implementing a communication plan for updating and educating International Council on key initiatives and programs; ensuring the organization’s ability to financially support the new structure; creating a baseline understanding of workforce engagement and development/learning needs; aligning volunteer competencies with staff competencies; developing training to prepare Regional Teams in supporting successful collegiate event attendance; educating FSAs about educational program offerings through establishing Back to School Newsletters; updating CLC training to include current industry best practices; and developing a learning and development philosophy to be used across the workforce.


Goal: Ensure the Sustainability and Growth of the Sorority

Objectives under this goal are:

  • Build and maintain revenue streams that are dependable, predictable, sustainable and controllable.
  • Develop and maintain appropriate technological solutions to meet/anticipate Sorority needs.
  • Grow Gamma Phi Beta membership numbers, recruitment strength and image. 
  • Strategically grow the organization. 
  • Provide physical infrastructure to support collaborative workforce and operations.
  • Develop and implement a risk-assessment culture.

The collective Gamma Phi Beta workforce is executing strategies in this area including:

  • Assessment of current revenue streams and opportunities for growth.
  • Provide central IT support for all member-utilized software.
  • Provide specialized CLC support to chapters with significant COB needs. 
  • Conduct a review of Sorority Growth strategy annually with International Council to determine number of projects to fund in the next fiscal year.
  • Utilize financial information to evaluate current growth opportunities.
  • Plan and implement risk culture changes.

Accomplishments in this area include increasing alumnae dues and Life Loyal revenue; identifying potential new revenue streams; assessing current revenue streams and opportunities for growth; collaboration with the Facilities Management Company regarding facilities for new chapters; using existing technology solutions to maximize CLC effectiveness; providing a more stable and faster environment for our member database and chapter reporting; providing central IT support for all member-utilized software; identifying and executing finance-specific system improvements; providing specialized CLC support to chapters with significant COB needs; establishing the Recruitment Team within the Chapter Services department; providing CLC support to assist with extension; professionalizing extension materials to elevate Gamma Phi Beta's image with prospective campuses; conducting a review of Sorority Growth strategy annually with International Council to determine number of projects to fund in the next fiscal year; consistently evaluating all new chapter opportunities; developing an enhanced budget; utilizing financial information to evaluate current growth opportunities; developing options for short and long-term office space solutions.