By now you’ve heard about the strategic planning process the Association experienced in 2005. You’ve likely had the opportunity to read our new mission, vision and strategic goal statements. In case you’re feeling a little rusty or would like a quick review, here’s a refresher:

Mission:
AFA enhances its members’ ability to create fraternity and sorority experiences that positively affect students, host institutions, and communities.

Vision:
A unified fraternal movement and an increased recognition of the value of the fraternity and sorority experience.

Strategic Goal Areas:
Advocacy and Influence
Convener, Facilitator, and Partner
Governance and Infrastructure
Inclusiveness and Community
Information, Knowledge, and Learning

Reading these words is just the first step to understanding them and, more importantly, integrating them into your work as an AFA volunteer. Our hope is that through various communication mechanisms, including periodic updates in The AFA Volunteer, you will gain a better sense of how your specific volunteer position fits into the larger plans for the Association’s future. Some might think that the Strategic Plan is just “that document the Executive Board has to worry about.” Not so… it is all of ours - from the President to the shortest-term volunteer – and with our combined efforts, its lofty goals can be attained.

One such effort took place in Atlanta during the 2005 Annual Meeting when nearly 80 volunteers, about one third of our overall volunteer corps, gathered for a volunteer development program. During the program, 2005 President, Amy Vojta, and 2006 President, Dr. Ron Binder, led discussions covering association management trends and the AFA Strategic Plan. Ginny Carroll, our program facilitator, continued the conversation by asking participants to self-organize in groups related to the strategic goal area they felt best matched their volunteer position. These groups discussed how they felt their roles and responsibilities fed into the Association’s overall ability to achieve its mission and advance its vision.

On the surface, this may seem like a simple exercise. Workgroups and/or committees charged with resource development, advocacy or inclusiveness (our 1^st 90 Days program, Profession Advocacy, and Leadership Diversification workgroups, for example) would naturally gravitate toward the strategic goal areas that either include or capture the essence of their position/workgroup names in their titles.

Yet it may not be that easy for many of our volunteers to make the important connection that every single AFA volunteer is making a substantial contribution to the success of the Strategic Plan. Some examples of connections that may not be immediately apparent until you really consider their implications include:

• The Fireside Chats program at the Annual Meeting represents a significant effort toward AFA’s goal of facilitating partnerships and building relationships.
• The work of the Regional Teams – comprised of include Regional Directors, Membership, Marketing and Recruitment Teams, and State Meeting committees – is critical to AFA’s efforts to build community and inclusiveness within our membership.
• The Nomination and Elections Committee is central to building the Association’s leadership team to be influential advocates for the profession.

Some of you may be saying “that’s a stretch, guys!” We’d disagree… we work with you every day and are continually reminded that every volunteer position was intentionally crafted to be integral to the Strategic Plan. In fact, tens of hours were spent drafting position descriptions that included impact statements and specific indicators of success. Approaching each position from the perspective that volunteer work must be impactful and directly related to the forward progress of the Strategic Plan was revolutionary for the Association. And we’re seeing the rewards already.

Many of you have told us that you have clear direction for your work and a sense of “where we’re going” as an organization. We like to hear that, and yet we know that this isn’t true for every AFA volunteer. If you find yourself thinking “So… about that Strategic Plan…” be assured that you are likely not alone. Measuring everything against the Strategic Plan can feel daunting or even create a feeling of disconnect at times. If those moments come, pull out your position description and your project plans, and realize that your AFA work – you know, the “I don’t get paid to work this hard” work – is making AFA’s vision for the future come alive. Without the Strategic Plan the Association would be aimless. Without you – our corps of dedicated volunteers – we would be lifeless. Thank you for helping us elevate our organization and the profession through your work.