Tau Beta Sigma  
Strategic Plan

1.  INTRODUCTION: 
We realize that effective strategic planning can be a valuable tool in developing a roadmap for Tau Beta Sigma’s future.  This realization is the reason we decided to create this plan.  Our vision, mission, core values, guiding principles, and strategic objectives are included in this plan. 

2.  VISION: 

To create the pre-eminent organization to promote band music as an integral part of the American cultural experience; and, to promote enrichment of the human experience through participation in and exposure to collegiate bands; and, to recognize deserving women and their  contributions to these goals. 

3.  MISSION STATEMENT: 

Tau Beta Sigma National Honorary Band Sorority provides service to collegiate bands, encourages the advancement of women in the band profession, and promotes and enriches an appreciation of band music through recognition, leadership development, and education of its members. 

4.  CORE VALUES: 

These values are the heart and soul of our proud heritage and essential to our future success.  They will keep us always pointing in the right direction: 

     a.  COMMITMENT TO SERVE 

     b.  CONSTANT PURSUIT OF EXCELLENCE 

     c. RESPECT AND APPRECIATION OF OTHERS 

     d. TRUTHFULNESS AND HONESTY 

5.  GUIDING PRINCIPLES: 

These principles create a value system for Tau Beta Sigma, and define our style: 

a.  EMPOWERMENT.  We will provide as many opportunities for leadership development as possible using empowerment as a vehicle.  Empowerment develops self-confidence and is a good management tool, but must include measures for  defining responsibility and accountability. 
b.  LEADERSHIP.  We will focus on the importance of the development of  leaders at all levels from day one. 
c. TEAMWORK.  We recognize that teamwork is an essential structure for accomplishing our diverse and complex mission. 
d. PRIDE.   In our organization and its accomplishments. 
6.  STRATEGIC OBJECTIVES:  The heart of Tau Beta Sigma’s strategic plan is reflected in strategic objectives on which we will focus our efforts during the coming years.  Each objective described below reflects a critical piece of our corporate effort to improve our organization’s success. 
 

a.  STRATEGIC OBJECTIVE 1:  IMPROVE THE RELATIONSHIP BETWEEN TAU BETA SIGMA AND KAPPA KAPPA PSI. Primary Responsible Person:  National President—Karon)  [1] 
          Areas of Strategic Focus: 
              (1) Business (Joint – HQ, etc., and Individual) [1.1] 
                   1. Improve the joint budgeting process. [1.1.1] 
                   2. Review joint publications.  [1.1.2] 
                   3. Conduct a study of the current operating structures of 
                       Kappa Kappa Psi and Tau Beta Sigma.  [1.1.3] 
                   4. Determine the organization’s dues and fees.  [1.1.4] 
                   5. Initiate joint strategic planning.  [1.1.5] 

             (2) Communications [1.2] 
                   1. Expand use of technology to improve Sorority and Joint 
                       communications.  [1.2.1] 

            (3) Cooperation  [1.3] 
                   1. Improve cooperative participation.  [1.3.1] 

            (4)  Social  [1.4] 
                   1. Increase social opportunities for interaction.  [1.4.1] 
 

b.  STRATEGIC OBJECTIVE 2.  IMPROVE TEAMWORK (Primary Responsible Person:  National Vice President for Special Projects / National Chapter Field Representative / Board Chairman—Karon / Chaundra / Patsy) [2] 
         Areas of Strategic Focus: 
               (1) National [2.1] 
                    1. Develop a teamwork model for the National Level. 
                        [2.1.1] 
                    2. Implement the teamwork model.  [2.1.2] 
                    3. Evaluate the selected approach  [2.1.3] 
                    4. Make appropriate changes/improvements and republish 
                        after each. [2.1.4] 

               (2) District  [2.2] 
                    1. Develop a teamwork model for the District Level.[2.2.1] 
                    2. Implement the teamwork model.  [2.2.2] 
                    3. Evaluate the selected approach.  [2.2.3] 
                    4. Make appropriate changes/improvements and republish 
                        after each. [2.2.4] 

              (3) Chapter  [2.3] 
                    1. Develop a teamwork model for the Chapter Level. 
                        [2.3.1] 
                    2. Implement the teamwork model.  [2.3.2] 
                    3. Evaluate the selected approach.  [2.3.3] 
                    4. Make appropriate changes/improvements and republish 
                        after each.  [2.3.4] 
 

c.  STRATEGIC OBJECTIVE 3.  CREATE A COMPREHENSIVE MARKETING STRATEGY (Primary Responsible Person:  National President / National Professional Liaison—Karon / N/A) [3] 
         Areas of Strategic Focus: 
               (1)  Planning [3.1] 
                    1. Develop a marketing plan. [3.1.1] 

               (2) Tools  [3.2] 
                    1. Review the currency and usability of existing marketing 
                        tools.  [3.2.1] 

               (3) Resources  [3.3] 
                    1. Estimate the cost to obtain tools not currently available. 
                        [3.3.1] 
                    2. Evaluate existing staffing technology to assist in carrying 
                        out a successful marketing plan.  [3.3.2] 
 

d.  STRATEGIC OBJECTIVE 4.  STRENGTHEN LINES OF COMMUNICATIONS WITHIN TAU BETA SIGMA (Primary Responsible Person:  National Secretary—Heather)  [4] 
         Areas of Strategic Focus: 
               (1) Written [4.1] 
                    1. Improve the written lines of communication within Tau 
                        Beta Sigma [4.1.1] 

               (2) Interpersonal  [4.2] 
                    1. Improve interpersonal communication methods. [4.2.1] 
                    2. Communicate verbally  [4.2.1.2] 

               (3) Electronic  [4.3] 
                    1. Create and publish a handbook on the use of existing 
                        electronic communication tools.  [4.3.1] 
                    2. Improve the National Homepage.  [4.3.2] 

e.  STRATEGIC OBJECTIVE 5.  IMPROVE THE LEADERSHIP DEVELOPMENT PROCESS (Primary Responsible Person:  National President—Karon)  [5] 
         Areas of Strategic Focus: 
               (1) Roles and Responsibilities [5.1] 
                    1. Review each current officer’s job descriptions for 
                        leadership development responsibilities.  [5.1.1] 
                    2. Identify and make recommendations based on the criteria 
                        of the PPR.[5.1.2] 
                    3. Return the information for approval.  [5.1.3] 
                    4. Create new job descriptions as necessary.  [5.1.4] 

               (2) Education and Training [5.2] 
                    1. Improve education and training for the organization’s 
                        leaders.  [5.2.1] 
                    2. Improve education and training for the organization’s 
                        members. [5.2.2] 

               (3) Mentoring  [5.3] 
                    1. Create a Tau Beta Sigma mentoring program.  [5.3.1] 
 

f. STRATEGIC OBJECTIVE 6:  EXPAND AND IMPROVE HQ STAFF CAPABILITIES (Primary Responsible Person:  National Executive Director—Alan)  [6] 
         Areas of Strategic Focus: 
               (1) Technology  [6.1] 
                    1. Improve the National Homepage.  [6.1.1] 
                    2. Identify either high technology capabilities that would 
                        increase/improve Headquarters capabilities.  [6.1.2] 

               (2) Policies and Procedures  [6.2] 
                    1. Document existing policies and procedures.  [6.2.1] 

               (3) Processes  [6.3] 
                    1. Identify key processes at National Headquarters. 
                        [6.3.1] 
                    2. Review analysis of each key process to streamline. 
                        [6.3.2] 
                    3. Create a measurement system for key processes. 
                        [6.3.3] 
                    4. Develop a Headquarters Operation Handbook to 
                        document all key processes.  [6.3.4] 
                    5. Conduct strategic planning for the National Headquarters 
                        Staff. [6.3.5] 

Operational goals in support of each Strategic Objective and associated Areas of Strategic Focus identified above will be incorporated into our implementation plan. 

7.  STRATEGIC REVIEW.  This plan will be reviewed regularly and updated semiannually to reflect the current status of Tau Beta Sigma’s strategic planning initiative.  A new plan will be published during each year to reflect our strategic direction for the coming fiscal year. 

8.   CONTINUOUS IMPROVEMENT.  Any suggestions or recommendations for improving this plan or Tau Beta Sigma’s strategic planning initiative should be directed to any member of the sorority’s Strategic Planning Group.  A list of the members of this group is attached with phone numbers and addresses.