It took two years, an outside consultant and 120 people examining countless documents, but Ball State University's greek life is destined for greater success - as long as things go to plan.
Members of the university and greek community unveiled a strategic plan more than a year in the making. The plan, which outlines fraternity and sorority goals and objectives from now until 2012, features eight points of focus for current and future administrators and greek representatives. It's a great first step for a greek system that lacks the support and respect most large, public schools' systems receive.
Although a strategic plan is a great idea for university and greek officials alike, there are two key elements of the strategy needed to ensure success: execution and communication.
Ideas are plentiful in academic settings, but few are ever carried out because of the inhibiting nature of university bureaucracy. In a situation such as the greek strategic plan, continuity in student leadership also becomes a worrisome factor. Priorities dictate progress, so it's vital this plan remains a top concern for greek and university leadership throughout its existence.
Execution is merely half the challenge, however.
Central to the plan's goals is communication. Nearly every objective requires an increased level of contact at all levels. Administrators must work with greek leadership -¡- and vice-versa - on a regular basis, not just during annual meetings. To achieve proposed recruitment and awareness goals, all greek members will need to be fully trained to deal with the variety of questions potential members bring up.
The four objectives of goal six focus on a massive marketing effort to target incoming students and explore why current non-greek students did not join the system. To achieve a total membership goal of 2,060 by 2016, all fraternity and sorority members must understand their roles in this massive branding effort, from wooing freshmen to understanding the basis of business and alumni partnerships as outlined in the plan.
Annual evaluations to consider adjustments and progress can help keep the plan on track, but only if the reviews and changes actually take place. Ideally, the plan will run flawlessly as it stands, but realistically changes and amendments will complicate the process. The only way to overcome these complications is recognize and solve issues as they arise.
For the betterment of Ball State's greek system, it's critical that university and greek officials follow through with the initiatives outlined in the 13-page strategic plan. From meetings to recruitment, and everything in between - impressive communication and collaboration will need to take place to achieve each of the plan's eight goals.
Without this communication, the plan is worth nothing more than the paper it is printed on.
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