Strategic Plan 2024-2028

A MESSAGE FROM TheBasileus

Dear Sorors,

As we step into a new era with the launch of our 2024-2028 Strategic Plan, it is with gratitude and excitement that I present to you the roadmap that will guide us over the next four years. Anchored in this administration’s theme "Momentum" for 2024-2026, this plan represents both a continuation of our chapter's rich legacy and a vision for our future growth and impact.

"Momentum" signifies our commitment to building upon the strides we have already made, harnessing the energy of progress, and moving with purpose toward our goals. Our chapter has long been a beacon of sisterhood, service, and scholarship, and it is our charge to keep this momentum alive. With renewed focus, we are poised to expand our programs, strengthen our bonds, and increase our influence within the community.

The goals set forth in this plan reflect our core mission while responding to the evolving needs of our communities and members. From service projects that uplift those in need, to leadership development initiatives that empower every soror, we are dedicated to fostering an inclusive, forward-looking chapter that supports both personal growth and collective achievement.

Together, we will continue to make an impact, driven by the momentum of our shared vision, values, and dedication. I am grateful for each of you and am confident in what we will accomplish together. Thank you for your unwavering support and sisterly commitment to Alpha Kappa Alpha.

In sisterhood and service,

Mrs. Phylicia Laramore-Ferguson Basileus

Eta Psi Omega Chapter

A MESSAGE FROM StrategicPlanningChair

Dear Sorors,

It is with great excitement and purpose that I share with you the 2024-2028 Strategic Plan for Alpha Kappa Alpha Sorority, Incorporated® Eta Psi Omega Chapter. This plan represents a thoughtful, disciplined effort to chart our chapter’s path forward, providing a structured approach for key decisions and activities that will guide our growth and deepen our impact over the next four years. Developed through careful assessment of both internal strengths and external opportunities, our strategic plan establishes measurable goals and priorities that are responsive to the evolving needs of our chapter and the communities we serve.

This plan outlines a clear vision of success, articulating how we aim to reach our objectives, and identifies the resources necessary to fulfill our chapter’s mission and the larger vision of our Sorority. Grounded in our shared commitment to “service to all mankind,” we are proud to present a roadmap that honors our chapter’s legacy as a thriving, dedicated organization and looks to the future with ambition and intent.

The 2024 Strategic Planning Committee was tasked with creating a strategic framework that not only enhances our chapter’s relevance and impact but also promotes innovation, thoughtful resource use, and a sustained focus on legacy-building. In answering this charge, the Committee provided guidance and collaborated with multiple chapter committees to embed strategic objectives across all aspects of our operations. Sorors were deeply engaged in the planning process, with valuable input gathered through surveys, focus groups, and a vision board event that allowed members to actively shape our goals.

I am deeply grateful for each soror’s contributions, as your insights and dedication have been invaluable in shaping a plan that truly reflects our collective vision. Together, we are prepared to build on our chapter’s achievements, drive impactful change, and strengthen our legacy for generations to come.

In service and sisterhood,

D’Asante Small Strategic Planning Chair

StrategicPlanningCommittee

PHYLICIA LARAMORE-FERGUSON Basileus

RAMONA DAVIS-WELLS 1st Anti-Basileus

GABRIELLE CONLIFFE 2nd Anti-Basileus

D’ASANTE SMALL Strategic Planning Chair

ALANA MAJOR Committee Member

AMBROSINE HUYLER-HIGGS Committee Member

ANASTARCIA PALACIOUS Committee Member

KAY-ANDRA GARDINER Committee Member

KRYSTI CAMPBELL Committee Member

SASHA ALBURY Committee Member

YASMIN ROBINSON Committee Member

EXECUTIVE SUMMARY

The 2024-2028 Strategic Plan for Alpha Kappa Alpha Sorority Incorporated®, Eta Psi Omega Chapter, outlines a comprehensive approach to achieve impactful growth, deepen sisterhood, and enhance community service over the next four years. Guided by our theme, "Momentum," this plan is designed to build on our legacy and align our efforts with the chapter’s evolving goals and community needs.

This strategic framework is organized around eight core pillars:

1. Sisterhood & Engagement: Our chapter is committed to strengthening sisterhood by fostering intentional relationships and cultivating a culture of unwavering support.

2. Service Excellence: Implementing meaningful, needs-based service initiatives that reflect our commitment to the community.

3. Community Outreach & Partnerships: Expanding our reach by collaborating with local organizations to maximize our impact in areas such as health, education, and economic empowerment.

4. Leadership Development & Mentorship: Providing ongoing leadership training and mentorship to cultivate future chapter leaders.

5. Operational Efficiency & Innovation: Streamlining chapter processes to enhance effectiveness and embrace innovative practices for smooth administration.

6. Financial Stewardship & Growth: Practicing transparent budgeting while exploring new fundraising avenues to sustain chapter programs and scholarships.

7. Scholarship & Educational Impact: Promoting educational opportunities through scholarships and community programs to support academic achievement and lifelong learning.

8. Legacy & Historical Preservation: Celebrating our heritage and preserving our history to honor past contributions and ensure our story endures.

Each pillar includes actionable goals that will advance our mission, whether through reinforcing bonds of sisterhood, delivering impactful service, or building sustainable community partnerships. Key initiatives include expanding scholarship offerings, launching leadership development programs, and enhancing our service outreach through strategic partnerships.

This plan is a living document, reviewed annually to ensure relevance and responsiveness to new opportunities and challenges. By collectively embracing these pillars, Eta Psi Omega will continue to empower our members, uplift our communities, and strengthen our legacy, ensuring that our impact remains enduring and meaningful for generations to come.

Eta Psi Omega Chapter Membership Profile

This demographic overview highlights the Eta Psi Omega Chapter’s strength as a vibrant and inclusive community of accomplished women. With members excelling in diverse fields, holding advanced degrees, and representing various stages of life and career, the chapter is wellpositioned to continue making a meaningful impact within its initiatives and the wider community.

Key Insights

1. Professional Strengths: The membership demonstrates a strong presence in highincome brackets, reflecting professional achievement and financial stability.

2. Educational Excellence: A significant portion of members holds advanced degrees, indicating a highly educated group.

3. Industry Diversity: Members span a wide range of industries, contributing varied expertise to the chapter’s initiatives.

4. Commitment to Longevity: Many members have over 10 years of experience, showcasing dedication to lifelong membership.

Recommendations

1. Networking Opportunities: Leverage the diversity in fields and income levels to host networking events and mentorship programs.

2. Engagement Activities: Cater to the varying age groups and marital statuses with inclusive events and activities.

3. Professional Development: Offer workshops focusing on leadership and career advancement to support members’ continued growth.

4. Resource Allocation: Utilize income data to explore funding opportunities for chapter initiatives through member contributions or sponsorships.

MARITAL STATUS

HIGHEST DEGREE

FIELD OF STUDY

EMPLOYMENT STATUS

YEARS OF MEMBERSHIP

HOUSEHOLD INCOME

CHILDREN

Internal S.O.A.R Analysis

The Internal SOAR Analysis for Alpha Kappa Alpha Sorority Incorporated®, Eta Psi Omega Chapter, provides an in-depth look at the chapter’s internal strengths, opportunities, alignment, and risks. This analysis identifies key areas within our chapter that contribute to our success, while highlighting potential areas for growth and alignment with strategic goals. By assessing these internal elements, we can build on our strengths, capitalize on new opportunities, and address any areas of vulnerability to enhance our chapter’s effectiveness and impact.

Strengths

● Finances: The chapter’s financial stability provides a solid foundation for operations and enables the support of impactful programming, even as expenses are noted to be high. This financial strength enhances the chapter’s ability to deliver meaningful service.

● Leadership: The chapter has an organized, progressive, and goal-oriented leadership team, with a strong executive and PR presence that provides clear direction and builds credibility.

● Environment: A caring, proactive, and supportive atmosphere defines the chapter, with a visible, engaging, and service-focused presence in the community.

● Sisterhood: Members express unity and friendliness, bonded by support, respect, and dedication to one another and the chapter’s mission.

● Interpersonal Dynamics: Known for being collaborative, open-minded, and embracing, the chapter values constructive, respectful interactions.

● Service/Programs: The chapter is highly service-oriented, with well-regarded, impactful programs like Honours Day that highlight its commitment to the community.

● Development: A strong emphasis on professional development fosters a learning culture, enhancing members' skills and encouraging continuous growth.

Opportunities

● Finances: Pursuing additional funding sources or sponsorships can help alleviate the financial burden on members, expanding resources for programs and reducing dependency on dues.

● Leadership: Continuing to empower members to take on leadership roles and strategizing ways to strengthen governance will build a robust pipeline of future chapter leaders.

Environment: By creating more inclusive environments and social or opportunities, the chapter can enhance member engagement and foster genuine sisterly connections.

● Sisterhood: Organizing inclusive, informal events can help break down cliques, build unity, and encourage stronger bonds among members.

● Interpersonal Dynamics: Promoting open dialogue and mutual respect can help reduce perceptions of division or defensiveness, reinforcing a collaborative atmosphere.

● Service/Programs: Streamlining and optimizing service projects can prevent overlap, making each initiative distinctive and maximizing the chapter’s community impact.

● Development: Expanding professional and personal development offerings will align with chapter goals and provide meaningful support for members’ growth.

Alignment

● Financial Accessibility and Inclusivity: Implement initiatives to reduce the financial burden of membership by offering tiered payment options or financial assistance. Ensuring all sorors can fully participate regardless of financial status supports an inclusive and welcoming chapter environment.

● Leadership Development Pathways: Develop a clear pathway for leadership roles that includes mentorship, training, and defined goals, creating a supportive pipeline that encourages emerging leaders and facilitates smoother transitions.

● Fostering Deeper Sisterhood: Design programs and events that facilitate relationshipbuilding beyond formal chapter activities, such as small group gatherings or team-building exercises, to create opportunities for genuine connections across the chapter.

● Empowering Communication Channels: Establish transparent, accessible communication channels that encourage open feedback and foster a collaborative spirit, ensuring all members feel heard and included in decision-making processes.

● Streamlining and Diversifying Programs: Refine program offerings to avoid redundancy and focus on distinctive, high-impact initiatives. Diversifying service efforts can help address a wider range of community needs and broaden the chapter’s outreach.

● Personal and Professional Development Opportunities: Offer a range of workshops, speaker series, and mentoring opportunities that cater to the diverse goals of members, aligning development initiatives with both individual growth and chapter objectives.

Risks

● Finances: High costs associated with membership and activities may lead to disengagement or a decreased sense of accessibility, potentially impacting overall participation.

● Leadership: A perceived hierarchy within leadership could affect member involvement, decreasing willingness to engage or take initiative in chapter activities.

● Environment: An overly formal atmosphere may inhibit organic sisterly connections, creating a sense of distance and reducing engagement.

● Sisterhood: Potential divisions or cliques within the chapter could hinder unity and collaboration, affecting overall morale and cohesion.

● Interpersonal Dynamics: Defensive or dismissive interactions among members may lead to feelings of isolation, impacting participation and engagement.

● Service/Programs: Overlapping service initiatives can dilute focus and exacerbate soror fatigue, making it harder to deliver impactful and distinctive programs.

● Development: Limited or inconsistent professional development offerings may lead to missed growth opportunities, reducing the overall value of chapter membership.

● Demographic Shifts: Changing demographics, including age variations and varying member commitments, may affect attendance, event participation, and engagement levels. Adapting strategies to accommodate these shifts will be essential in maintaining chapter vitality.

● Program Continuity: A potential risk is the lack of continuity within initiatives due to transitions in leadership at the sorority or chapter level. These changes may result in shifts in priorities, delays in implementation, or the need to re-establish momentum for ongoing programs.

External SOAR Analysis

The External SOAR Analysis for Alpha Kappa Alpha Sorority Incorporated®, Eta Psi Omega Chapter, focuses on the external environment, assessing factors that shape our chapter’s relationship with the broader community and influence our strategic initiatives. This analysis examines our established strengths, such as partnerships and program credibility, alongside opportunities for expansion and collaboration. By understanding external alignment needs and potential risks, including economic factors and accessibility to resources, we position our chapter to effectively respond to the needs of The Bahamas and the wider international region.

Strengths

● Established Partnerships: Eta Psi Omega Chapter has developed trusted partnerships within the community and beyond, providing a strong foundation for collaborative initiatives.

● Historical Legacy and Credibility: With a rich history and solid reputation, the chapter holds credibility and respect in the community, which enhances its ability to engage stakeholders and drive impactful programs.

● Signature Programs: The chapter's recognized programs, such as Honours Day and G.E.M.S have become established pillars in the community, demonstrating consistent service and commitment to positive change.

Opportunities

● Network Expansion: There is potential to broaden the chapter's network by collaborating with new organizations, both locally and internationally, that align with the chapter’s mission and values.

● Strengthening Relationships: Leveraging existing partnerships to deepen engagement and foster mutually beneficial relationships can enhance support and drive greater impact.

● Resource Diversification: Tapping into untapped financial and in-kind resources, such as grants, sponsorships, and donor contributions, could help address financial needs and reduce the reliance on member contributions.

Alignment

● Public Relations Strategy: Strengthen the chapter’s public relations efforts by implementing a strategic PR plan that highlights the chapter’s impact, fosters community connections, and enhances brand visibility. Leveraging media partnerships and storytelling can amplify our message and draw greater support for our initiatives.

● Use of Technology to Expand Reach and Resources: Utilize digital platforms and tools to expand the chapter’s reach and resource base. Virtual events, social media, and online fundraising will enable wider engagement and provide opportunities to connect with supporters and sorors both locally and internationally.

● Program Expansion Across The Bahamas & Region: Develop initiatives that extend beyond New Providence, reaching the Family Islands and other communities within the region to foster inclusive service. By creating programs accessible across islands and forming partnerships with national and regional organizations, we can address diverse community needs and ensure the chapter’s impact is felt throughout The Bahamas and the Caribbean.

Risks

● Economic Climate: Economic fluctuations may impact funding opportunities and member participation, reducing sponsorship availability and increasing financial challenges for the chapter. This environment can also heighten community needs, placing additional demands on chapter resources.

● Access to International Sorority Training: Financial and geographical barriers due to travel and associated costs limit access to international training opportunities, which are essential for leadership development and chapter growth. This risk could hinder members' ability to participate in critical training, affecting the chapter's alignment with broader organizational standards and best practices.

● Trend of Greek Organization Denouncement and Alignment with Christian Faith: There is a growing trend of individuals denouncing Greek organizations due to perceived misalignment with Christian faith principles, which could impact membership growth and retention along with community engagements. Addressing this concern with clear communication about the chapter's values and community-focused mission may help mitigate potential disengagement.

● Regional Influence: The inability to vote for or provide input regarding the selection of the Regional Director presents a potential challenge, as it limits the chapter’s direct influence on leadership decisions that impact the region. This may affect the chapter’s alignment with regional priorities and advocacy for specific initiatives.

Observation of Soror Burnout as a Growing Trend

Soror burnout has emerged as a notable trend within the chapter, with increasing demands on time, resources, and engagement contributing to this challenge. As the expectations of involvement and leadership roles rise, many sorors find themselves balancing multiple responsibilities, which can lead to fatigue and decreased motivation over time. This trend not only impacts individual well-being but also affects the chapter’s collective energy, morale, and ability to consistently deliver on its mission.

Externally, burnout poses a challenge to our public-facing programs and community engagement. As fatigue affects our members, it limits the chapter’s capacity to execute service initiatives at the desired level, potentially impacting our reputation and ability to meet community needs. Addressing this trend will be essential in fostering a sustainable approach to service, where resources and responsibilities are shared effectively, and sorors feel empowered to contribute in meaningful, balanced ways.

Alpha Kappa Alpha Sorority Incorporated® Vision Statement

Alpha Kappa Alpha Sorority, Incorporated is the premier unique sisterhood of distinguished professional women united to serve humankind.

Alpha Kappa Alpha Sorority Incorporated® Mission Statement

The purpose of Alpha Kappa Alpha Sorority is to cultivate and encourage high scholastic and ethical standards, to promote unity and friendship among college women, to study and help alleviate problems concerning girls and women in order to improve their social stature, to maintain a progressive interest in college life, and to be of service to all mankind. (Article II –Purpose)

Alpha Kappa Alpha Sorority Incorporated® Guiding Principles

● Sisterhood – Our behavior will cultivate an atmosphere in which women are encouraged to achieve their highest goals, hopes and dreams.

● Unity – Our performance will foster unity and friendship among people of all races, genders, ages, nationalities, religions, and cultural backgrounds.

● High Ethical Standards – Our members and officers will exemplify high ethical standards.

● Character – Our activities will strengthen character among members and others.

● Respect – Our organization will encourage mutual respect among all members of the human race.

● Communication – Our organization will foster an environment of effective communication.

● High Scholastic Achievement – Our initiatives will promote, support and encourage high scholastic achievement.

● Leadership – Our activities will advance the training and development of leaders.

● Education – Our initiatives will advocate lifelong learning for the people we serve.

● Health – Our initiatives will facilitate standards of health to ensure a better quality of life.

● Family – Our initiatives will enhance family life.

● Arts – Our initiatives will sustain the arts.

● Technology – Our organization will effectively utilize appropriate technologies to continually improve organizational efficiency.

● Economics – Our organization will endorse solid economic practices and economic empowerment.

Eta Psi Omega Vision Statement

Alpha Kappa Alpha Sorority Incorporated®, Eta Psi Omega Chapter: United in sisterhood and purpose, we empower communities across The Bahamas and the global community through transformative programs and impactful service, ensuring our reach and influence extend beyond borders to create lasting change.

Eta Psi Omega Mission Statement

The mission of Alpha Kappa Alpha Sorority Incorporated®, Eta Psi Omega Chapter, is to enrich the lives of our members and communities by fostering sisterhood, delivering impactful service, and creating programs that address pressing needs within The Bahamas and the international community. We are committed to empowering individuals, promoting education, and advancing social, economic, and cultural growth through purposeful action and unwavering dedication, striving to expand our impact on a global scale.

Eta Psi Omega Guiding Principles

Alpha Kappa Alpha Sorority Incorporated®, Eta Psi Omega Chapter’ guiding principles are its P.E.A.R.L.S a reflection of the values that define our purpose and commitment. Each of these core values represents a facet of who we are as a sisterhood and our dedication to positively impacting communities in The Bahamas and beyond. P.E.A.R.L.S embodies our unwavering pursuit of excellence, respect, and unity as we lead with integrity, foster strong bonds of sisterhood, and uphold our mission to serve with purpose.

1. Purpose

We are driven by a commitment to meaningful action, empowering our members and communities through purposeful service and impactful programs.

2. Excellence

We uphold a standard of excellence in everything we do, striving for quality and distinction in our service, leadership, and sisterhood.

3. Accountability

We act with integrity and responsibility, holding ourselves and each other accountable to the highest standards of honesty and ethical conduct.

4. Respect

We foster an environment of mutual respect, valuing the diverse perspectives, talents, and contributions of each soror and the communities we serve.

5. Leadership

We are dedicated to developing and inspiring leaders who embody the ideals of Alpha Kappa Alpha and actively contribute to positive change in society.

6. Sisterhood

We cherish the bonds of sisterhood, creating a supportive, inclusive, and empowering network that celebrates unity, friendship, and lifelong connection.

Strategic Goals

Eta Psi Omega Chapter Strategic Plan: Goals and Action Points

1. MEMBERSHIP

Goal: Strengthen Sisterly Relations, Ethical Standards, Leadership Development, Growth, and Retention. Our vision is to create an empowering environment that prioritizes organic connections among members, ensuring that everyone feels seen, valued, and part of a strong support network. To achieve this vision, we have outlined specific goals over the next three to four years, structured into three-month, one-year, two-year, and three to four-year milestones.

● Within 6 Months:

○ Implement Sisterly Relations activities, including informal gatherings and small group events to foster deeper connections.

○ Develop a Dolores Smith Leadership Academy Leadership Development Toolkit with resources for current and emerging leaders.

○ Launch a Welcome Program for new members and transfers from Tau Nu and undergraduate chapters.

○ Develop a Buddy System to pair new and current members, offering guidance, encouragement, and fostering participation in chapter activities.

○ Identify and implement Virtual Platform Tools (e.g., Zoom, Teams) to increase accessibility for sorors who cannot attend events in person.

● Within 1 Year:

○ Host Quarterly Leadership Workshops via the Dolores Smith Leadership Academy focused on capacity building, chapter operations, and ethical standards.

○ Establish a Member Retention Plan with mentorship pairings and regular checkins.

● Within 2 Years:

○ Launch a Leadership Pipeline Program via the Dolores Smith Leadership Academy to identify and prepare members for future leadership roles.

○ Conduct an Annual Membership Survey to gather feedback on chapter culture and engagement.

● Within 3-4 Years:

○ Achieve a 20% increase in membership through targeted intake and retention efforts.

○ Perform a Chapter Culture Evaluation to assess long-term impacts on sisterly relations and membership satisfaction.

2. CHAPTER OPERATIONS

Goal: Ensure efficient, sustainable operations through Policies, Financial Stability, Risk Management, Technology, and Communications.

● Within 6 Months:

○ Conduct a Policy Review to identify gaps and update chapter policies.

○ Implement Digital Communication Tools to streamline internal communications.

○ Launch a PR Strategy to enhance chapter visibility.

○ Develop Chapter Standard Operations Manual for all officers, program chairs and signature initiative chairs.

■ Ensure Timely Submission of End-of-Year Reports to support accurate documentation and maintain compliance.

○ Facilitate a Smooth Transition of Officers for the 2024-2025 term, ensuring outgoing officers complete all handover responsibilities.

● Within 1 Year:

○ Create a Finance and Sustainability Plan with diversified income sources, including sponsorships and grants.

○ Develop a Succession Plan Framework for leadership roles.

○ Provide Technology Training for members to enhance digital literacy.

○ Establish a Transition of Office Protocol to formalize the handover process, providing continuity and ease in future leadership changes.

● Within 2 Years:

○ Conduct Risk Management Training for leaders covering legal, financial, and reputational risks.

● Within 3-4 Years:

○ Achieve Financial Sustainability with at least 50% of funding from diversified sources.

○ Complete a Technology Audit to assess digital needs and optimize chapter operations.

3. CHAPTER’S SERVICE IMPACT

Goal: Increase the impact of Sorority-Mandated and Signature Programs for meaningful community engagement.

● Within 6 Months:

○ Develop a Service Calendar with key Sorority-Mandated Programs and Signature Events.

○ Begin planning for Honours Day and GEMS programs with an emphasis on expanded reach.

● Within 1 Year:

○ Update Signature Programs like the Legacy Summit and AKA Day at Parliament for alignment with chapter goals.

○ Expand the Sunflowers Mental Health Program through partnerships with local organizations.

● Within 2 Years:

○ Evaluate the impact of the Dolores Smith Leadership Academy on member and community leadership development.

○ Establish Annual Metrics for Service Impact to monitor and refine programs.

● Within 3-4 Years:

○ Publish a Chapter Service Report showcasing program achievements and community impact.

4. SCHOLARSHIP

Goal: Broaden scholarship opportunities for members and the community to support diverse educational needs.

● Within 1 Year:

○ Define criteria for new scholarship opportunities for women pursuing postgraduate studies, non-traditional students, and those with financial need.

○ Launch a Beyond Honours Day Scholarship for students with potential beyond academic metrics.

○ Initiate an EAF Contribution Campaign to enhance support for the Educational Advancement Foundation (EAF).

● Within 2 Years:

○ Establish an Application Mentorship Program to guide scholarship applicants through the process.

● Within 3-4 Years:

○ Award scholarships to 20 students and members, tracking their progress and contributions.

5. COMMUNITY & PARTNERSHIPS

Goal: Strengthen and expand partnerships to enhance reach and impact locally, nationally, and internationally.

● Within 6 Months:

○ Reach out to Local Organizations in New Providence for potential service collaborations.

○ Initiate partnerships with Local AKA Chapters for shared events.

● Within 1 Year:

○ Build partnerships with Family Island Organizations to extend service beyond New Providence.

○ Formalize collaborations with the Local Greek Community (NPHC) to unify service efforts in The Bahamas.

● Within 2 Years:

○ Establish relationships with Bahamian Diaspora Groups for shared initiatives supporting Bahamians locally and internationally.

○ Foster regional connections with Caribbean AKA Chapters for cross-cultural exchanges.

● Within 3-4 Years:

○ Strengthen ties with The International Region and Sorority at Large, engaging in global service initiatives.

○ Conduct an Annual Partnership Review to evaluate the impact of collaborations and identify new opportunities.

6. FINANCIAL SUSTAINABILITY AND ACCOUNTABILITY

Goal: Ensure long-term financial health and improve financial accessibility for members.

● Within 6 Months:

○ Conduct a Financial Accessibility Survey to assess members’ financial needs.

● Within 1 Year:

○ Introduce Flexible Payment Options for dues and fees to ease financial burdens.

● Within 2 Years:

○ Diversify funding through Grants, Sponsorships, and Fundraisers to support chapter programming.

● Within 3-4 Years:

○ Establish a Financial Assistance Fund to support members in need and enhance financial inclusivity.

7. ENHANCED MEMBER ENGAGEMENT AND RETENTION

Goal: Cultivate a culture of engagement and inclusivity to retain members and encourage participation.

● Within 6 Months:

○ Conduct a Member Engagement Survey to assess preferences and gather feedback.

● Within 1 Year:

○ Develop a New Member Orientation Program to integrate new and transfer members effectively.

● Within 2 Years:

○ Organize Regular Social Events outside of formal meetings to strengthen bonds and build camaraderie.

● Within 3-4 Years:

○ Implement an Annual Member Recognition Program to honor contributions and retain members.

8. DIGITAL TRANSFORMATION AND TECHNOLOGY IMPLEMENTATION

Goal: Modernize operations and communication through digital tools.

● Within 6 Months:

○ Introduce a Chapter-Wide Communication platform for streamlined messaging.

● Within 1 Year:

○ Host Digital Literacy Workshops to train members on social media and virtual tools.

● Within 2 Years:

○ Digitize chapter resources for secure, accessible information sharing.

● Within 3-4 Years:

○ Expand Chapter Website with portals for members, partners, and scholarship applicants.

9. PROMOTING A POSITIVE CHAPTER CULTURE

Goal: Foster an inclusive, respectful, and supportive environment that aligns with sisterhood values.

● Within 6 Months:

○ Implement Ethics and Sisterly Conduct Workshops to promote respect and unity.

● Within 1 Year:

○ Create an Eta Psi Omega’s Code of Conduct to reinforce positive chapter culture.

● Within 2 Years:

○ Conduct regular Chapter Culture Assessments to gauge member satisfaction.

● Within 3-4 Years:

○ Produce an Annual Chapter Culture Report to track progress and celebrate achievements.

10. INCREASE FAMILY INCLUSIVE ACTIVITIES

Goal: Build a supportive environment that welcomes family participation, making chapter involvement easier for members with families. Our chapter embraces family as an extension of sisterhood, creating intentional opportunities for Honey-Dos and Honey-Don’ts to engage. Through family-friendly events, service projects, and celebrations, we strengthen bonds beyond our membership. Honey-Dos can support our initiatives, while Honey-Don’ts experience the joy of our sisterhood firsthand. By fostering balance and honoring the role of family, we build a lasting legacy of unity.

● Within 6 Months:

○ Plan Family-Inclusive Events for chapter members, such as family picnics, playdates, or outings.

● Within 1 Year:

○ Incorporate Family Playgroups or supervised activities during key chapter events and meetings, supporting members with children.

○ Expand opportunities for engagement with Honey-Dos and Honey-Don'ts specifically with events and encouragement of travel for Clusters, Boules and Leadership Conference.

● Within 2 Years:

○ Develop an Annual Family Day event that celebrates the families who support sorors and includes engaging activities for all ages.

● Within 3-4 Years:

○ Establish a Family Participation Program that integrates family-friendly options into regular chapter events, reinforcing community and support.

11 ADVOCATE FOR WOMEN AND GIRLS

Goal: Become active advocates and voices in the community for women’s and children’s rights, advancing social justice and community support.

● Within 6 Months:

○ Host an Advocacy Workshop on women’s and children’s rights, discussing local needs and identifying key areas of focus.

● Within 1 Year:

○ Partner with local advocacy organizations to Support Legislative and Community Initiatives that advance women’s and children’s rights.

● Within 2 Years:

○ Develop Advocacy Campaigns around key dates (e.g., Women’s Day, Child Protection Week) to raise awareness and engage members and the community.

● Within 3-4 Years:

○ Build a Chapter Advocacy Group to monitor legislative developments, mobilize member participation in advocacy efforts, and serve as community liaisons.

12. STRENGTHEN FAITH BASED ACTIVITIES

Goal: Foster a chapter environment that respects and supports members' Christian faith, incorporating spiritual growth opportunities.

● Within 6 Months:

○ Organize a Monthly Bible Study for members interested in strengthening their faith, offering a space for reflection and discussion.

● Within 1 Year:

○ Develop a Faith-Based Speaker Series with guest speakers on topics that inspire faith, resilience, and service.

● Within 2 Years:

○ Encourage members to engage in Faith-Building Activities such as community prayer groups, volunteer work in faith-based organizations, or joint events with local churches.

● Within 3-4 Years:

○ Establish a Faith and Service Committee to organize regular faith-centered activities and events, fostering spiritual support and engagement among chapter members.

Key Performance Indicators

These KPIs provide measurable benchmarks across each strategic goal, enabling Eta Psi Omega Chapter to track progress, refine strategies, and celebrate achievements over time.

Membership Monitoring and Evaluation

Goal: Strengthen Sisterly Relations, Ethical Standards, Leadership Development, Growth, and Retention.

● KPI 1: Track member event participation to see a 15% increase within the first year. Evaluation Metric: Monitor event attendance records quarterly.

● KPI 2: Complete and distribute the DSLA Leadership Development Toolkit within 6 Months. Evaluation Metric: Verify distribution completion through toolkit distribution log (one-time review at the end of 6 Months).

● KPI 3: Conduct stakeholder meetings to gather input from officers, program chairs, and initiative chairs during the development process of the Chapter Standard Operations Manual.

● KPI 4: Achieve an 80% attendance rate at Quarterly DSLA Leadership Workshops. Evaluation Metric: Track workshop attendance sheets quarterly.

● KPI 5: Conduct an Annual Membership Survey with at least 75% participation by Year 2. Evaluation Metric:Collect survey response data annually.

● KPI 6: Attain a 20% increase in membership by Year 4 through recruitment and retention efforts. Evaluation Metric: Monitor membership roster annually.

Chapter Operations Monitoring and Evaluation

Goal: Ensure efficient, sustainable operations through Policies, Financial Stability, Risk Management, Technology, and Communications.

● KPI 1: Complete a Policy Review and update policies within 6 Months. Evaluation Metric: Review the policy checklist one-time at the end of 6 Months.

● KPI 2: Ensure 100% timely submission of end-of-year reports. Evaluation Metric: Log report submissions annually.

● KPI 3: Achieve 100% officer transition completion by the start of the 2025-2026 term. Evaluation Metric: Track transition completion using an officer transition checklist (onetime review post-transition).

● KPI 4: Generate 50% of funds from diversified income sources by Year 4. Evaluation Metric: Analyze financial reports annually.

● KPI 5: Complete a Technology Audit by Year 4 with an 80% member satisfaction rate in technology support. Evaluation Metric: Assess satisfaction through a Technology Audit and Member Survey every two years.

Chapter’s Service Impact Monitoring and Evaluation

Goal: Increase the impact of Sorority-Mandated and Signature Programs for meaningful community engagement.

● KPI 1: Publish a Service Calendar within 6 Months. Evaluation Metric: Ensure completion by reviewing the calendar (one-time review at the end of 6 Months).

● KPI 2: Increase attendance at Honours Day and GEMS programs by 20% within Year 1. Evaluation Metric:Monitor attendance records annually.

● KPI 3: Achieve 80% member participation in signature programs by Year 2. Evaluation Metric: Track participation annually through program attendance records.

● KPI 4: Distribute a Chapter Service Report by Year 4, demonstrating a 25% increase in service impact. Evaluation Metric: Review service report metrics every four years.

Scholarship Monitoring and Evaluation

Goal: Broaden scholarship opportunities for members and the community to support diverse educational needs.

● KPI 1: Establish criteria and launch new scholarships within the first year. Evaluation Metric: Check scholarship criteria documentation and launch completion (one-time review at end of Year 1).

● KPI 2: Increase EAF contributions by 15% within Year 1. Evaluation Metric: Analyze contribution data in financial reports annually.

● KPI 3: Award 20 scholarships by Year 4, with at least 80% recipient engagement and tracking. Evaluation Metric:Maintain scholarship award records and engagement reports annually.

Chapter’s Community & Partnerships Monitoring and Evaluation

Goal: Strengthen and expand partnerships to enhance reach and impact locally, nationally, and internationally.

● KPI 1: Form at least 3 new partnerships with local organizations within 6 Months. Evaluation Metric: Track partnership agreements quarterly.

● KPI 2: Engage 5 Family Island Organizations in partnerships by Year 1. Evaluation Metric: Review partnership records annually.

● KPI 3: Conduct an Annual Partnership Review by Year 4, showing a 25% increase in collaboration impact. Evaluation Metric: Complete annual partnership reports.

Financial Sustainability and Accessibility Monitoring and Evaluation

Goal: Ensure long-term financial health and improve financial accessibility for members.

● KPI 1: Conduct a Financial Accessibility Survey with at least 70% member participation within 6 Months. Evaluation Metric: Collect survey results (one-time review at end of 6 Months).

● KPI 2: Introduce Flexible Payment Options with 30% uptake by Year 1. Evaluation Metric: Track uptake through financial records annually.

● KPI 3: Diversify funding sources to cover 40% of program costs by Year 2. Evaluation Metric: Analyze financial reports annually.

● KPI 4: Establish a Financial Assistance Fund by Year 4, supporting at least 10 members annually. Evaluation Metric: Review assistance records annually.

Enhanced Member Engagement and Retention Monitoring and Evaluation

Goal: Cultivate a culture of engagement and inclusivity to retain members and encourage participation.

● KPI 1: Achieve a 75% response rate in the Member Engagement Survey within 6 Months. Evaluation Metric:Collect survey response data (one-time review at end of 6 Months).

● KPI 2: Integrate 90% of new members through orientation within Year 1. Evaluation Metric: Track orientation attendance records annually.

● KPI 3: Increase participation in social events by 25% within Year 2. Evaluation Metric: Monitor social event attendance records annually.

Digital Transformation and Technology Integration Monitoring and Evaluation

Goal: Modernize operations and communication through digital tools.

● KPI 1: Implement a Chapter-Wide Communication platform with 80% adoption within 6 Months. Evaluation Metric: Monitor platform usage data (one-time review at end of 6 Months).

● KPI 2: Conduct Digital Literacy Workshops with 60% participation by Year 1. Evaluation Metric: Track workshop attendance annually.

Promoting a Positive Chapter Culture Monitoring and Evaluation

Goal: Foster an inclusive, respectful, and supportive environment that aligns with sisterhood values.

● KPI 1: Conduct Ethics and Sisterly Conduct Workshops with 85% participation within 6 Months. Evaluation Metric: Track workshop attendance records (one-time review at end of 6 Months).

● KPI 2: Finalize and adopt a Chapter Code of Conduct by Year 1. Evaluation Metric: Confirm adoption through conduct records annually.

Increase Family-Inclusive Activities Monitoring and Evaluation

Goal: Build a supportive environment that welcomes family participation, making chapter involvement easier for members with families.

● KPI 1: Host at least 1 Family-Inclusive Event within 6 Months. Evaluation Metric: Record event participation quarterly.

● KPI 2: Offer Family Playgroups at 3 major events within Year 1. Evaluation Metric: Review playgroup attendance records annually.

● KPI 3: Have at least 10% of Honey Dos/Honey Don'ts attend Clusters, Boules and Leadership Conference.

Advocate for Women and Children’s Rights Monitoring and Evaluation

Goal: Become active advocates and voices in the community for women’s and children’s rights, advancing social justice and community support.

● KPI 1: Host Advocacy Workshop with 75% member attendance within 6 Months. Evaluation Metric: Review attendance records quarterly.

● KPI 2: Partner with 2 advocacy organizations within Year 1. Evaluation Metric: Confirm partnerships through agreements annually.

Strengthen Spiritual Growth through Faith-Based Activities Monitoring and Evaluation

Goal: Foster a chapter environment that respects and supports members' Christian faith, incorporating spiritual growth opportunities.

● KPI 1: Begin Monthly Bible Study sessions with a 25% participation rate within 6 Months.

Evaluation Metric:Monitor Bible study attendance records monthly.

● KPI 2: Launch a Faith-Based Speaker Series by Year 1, hosting 2 speakers annually.

Evaluation Metric: Record speaker series attendance annually.

Implementation Timeline

Immediate (Within 6 Months)

1. Membership

○ Implement Sisterly Relations activities.

○ Develop and distribute the DSLA Leadership Development Toolkit.

○ Launch the Welcome Program for new members.

○ Develop a Buddy System for member engagement.

○ Identify and implement virtual platform tools for accessibility.

2. Chapter Operations

○ Complete Policy Review and update policies.

○ Implement Digital Communication Tools for internal communications.

○ Develop Chapter Standard Operations Manual

○ Launch a PR Strategy to enhance chapter visibility.

○ Submit end-of-year reports on time.

○ Facilitate a smooth officer transition for the 2025-2026 term.

3. Chapter’s Service Impact

○ Develop and publish a Service Calendar.

○ Begin planning Honours Day and GEMS programs.

4. Chapter’s Community & Partnerships

○ Form 3 new partnerships with local organizations.

○ Initiate contact with local AKA Chapters for shared events.

5. Financial Sustainability and Accessibility

○ Conduct a Financial Accessibility Survey.

6. Enhanced Member Engagement and Retention

○ Conduct a Member Engagement Survey.

7. Digital Transformation and Technology Integration

○ Implement a Chapter-Wide Communication platform.

8. Promoting a Positive Chapter Culture

○ Conduct Ethics and Sisterly Conduct Workshops.

9. Increase Family-Inclusive Activities

○ Host at least 1 Family-Inclusive Event.

10. Advocate for Women and Children’s Rights

○ Host an Advocacy Workshop with 75% member attendance.

11. Strengthen Spiritual Growth through Faith-Based Activities

○ Begin Monthly Bible Study sessions.

Short-Term (Within 1 Year)

1. Membership

○ Host Quarterly DSLA Leadership Workshops.

○ Establish a Member Retention Plan with mentorship pairings.

2. Chapter Operations

○ Develop a Finance and Sustainability Plan.

○ Create a Succession Plan Framework.

○ Provide Technology Training for members.

○ Establish a Transition of Office Protocol.

3. Chapter’s Service Impact

○ Update Signature Programs, such as Legacy Summit and AKA Day at Parliament.

○ Expand the Sunflowers Mental Health Program through partnerships.

4. Scholarship

○ Establish criteria and launch new scholarships.

○ Increase EAF contributions by 15%.

5. Chapter’s Community & Partnerships

○ Build partnerships with 5 Family Island Organizations.

○ Formalize collaborations with the Local Greek Community (NPHC).

6. Financial Sustainability and Accessibility

○ Introduce Flexible Payment Options for dues and fees.

7. Enhanced Member Engagement and Retention

○ Develop a New Member Orientation Program.

8. Digital Transformation and Technology Integration

○ Conduct Digital Literacy Workshops.

9. Promoting a Positive Chapter Culture

○ Finalize and adopt a Chapter Code of Conduct.

10. Increase Family-Inclusive Activities

○ Offer Family Playgroups at 3 major events.

11. Advocate for Women and Children’s Rights

○ Partner with 2 advocacy organizations for rights initiatives.

12. Strengthen Spiritual Growth through Faith-Based Activities

○ Launch a Faith-Based Speaker Series.

13. Rituals

○ Provision of resources and rituals training.

○ Workshops on significance and de-mystifying.

Mid-Term (Within 2 Years)

1. Membership

○ Launch a DSLA Leadership Pipeline Program.

○ Conduct the Annual Membership Survey to gather feedback on chapter culture.

2. Chapter Operations

○ Conduct Risk Management Training for leaders.

3. Chapter’s Service Impact

○ Assess the impact of the Dolores Smith Leadership Academy.

○ Establish Annual Metrics for Service Impact.

4. Scholarship

○ Establish an Application Mentorship Program for scholarship applicants.

5. Financial Sustainability and Accessibility

○ Diversify funding to cover 40% of program costs.

6. Enhanced Member Engagement and Retention

○ Increase participation in social events by 25%.

7. Digital Transformation and Technology Integration

○ Digitize 80% of chapter resources for accessible information sharing.

8. Increase Family-Inclusive Activities

○ Launch an Annual Family Day with 70% participation.

9. Advocate for Women and Children’s Rights

○ Launch advocacy campaigns on key dates, achieving 80% engagement.

10. Strengthen Spiritual Growth through Faith-Based Activities

○ Engage members in Faith-Building Activities, with 70% involvement.

Long-Term (Within 3-4 Years)

1. Membership

○ Achieve a 20% increase in membership through targeted recruitment and retention.

○ Perform a Chapter Culture Evaluation to assess long-term impacts on relations and satisfaction.

2. Chapter Operations

○ Achieve Financial Sustainability, generating at least 50% of funds from diversified sources.

○ Complete a Technology Audit with 80% member satisfaction in technology support.

3. Chapter’s Service Impact

○ Develop and distribute a Chapter Service Report with metrics demonstrating a 25% increase in service impact.

4. Scholarship

○ Award 20 scholarships with 80% recipient engagement and tracking.

○ Build an Endowed Scholarship Fund to sustain future awards.

5. Chapter’s Community & Partnerships

○ Strengthen ties with the International Region and Sorority at Large.

○ Conduct an Annual Partnership Review, assessing effectiveness and increasing impact by 25%.

6. Financial Sustainability and Accessibility

○ Establish a Financial Assistance Fund to support at least 10 members annually.

7. Enhanced Member Engagement and Retention

○ Implement an Annual Member Recognition Program with 90% member engagement.

8. Digital Transformation and Technology Integration

○ Launch an expanded Chapter Website with member portals, achieving 85% member satisfaction.

9. Promoting a Positive Chapter Culture

○ Publish an Annual Chapter Culture Report, with a 15% improvement in member satisfaction metrics.

10. Increase Family-Inclusive Activities

○ Implement a Family Participation Program, integrating family-friendly options at 75% of events.

11. Advocate for Women and Children’s Rights

○ Establish a Chapter Advocacy Group to monitor legislation and mobilize members.

12. Strengthen Spiritual Growth through Faith-Based Activities

○ Form a Faith and Service Committee, organizing faith-centered events and achieving 80% engagement.

Overview

The Eta Psi Omega Chapter is preparing to commemorate three major milestones between 2026 and 2028. Each celebration will reflect the chapter’s legacy, impact, and commitment to empowering members and the community. This strategic plan outlines the timeline, committees, and funding requirements for these milestone celebrations to ensure successful, dynamic, and impactful events.

2026: GEMS 35th Anniversary

Milestone: Girls Emerging and Maturing Into Society (GEMS) celebrates 35 years of empowering young women through mentorship and leadership development.

● Goal: Honor the legacy and growth of the GEMS program by engaging alumni, current mentees, and the community.

● Celebration Activities:

○ Host a 35th Anniversary Gala featuring testimonials from past GEMS participants.

○ Launch a GEMS Legacy Scholarship for mentees who demonstrate exemplary leadership.

○ Create a 35th Anniversary Publication documenting the history, achievements, and testimonials of GEMS.

○ Hold a GEMS Mentorship Day with workshops led by alumni, focusing on career development and leadership.

2028: Eta Psi Omega Chapter’s 65th Anniversary

Milestone: Eta Psi Omega Chapter celebrates 65 years of service and sisterhood.

● Goal: Reflect on the chapter's achievements, growth, and impact over six decades and reaffirm commitment to service.

● Celebration Activities:

○ 65th Anniversary Gala with keynote speakers, historical reflections, and recognition of founding and long-standing members.

○ Documentary Screening highlighting the chapter’s history, including significant events, community impact, and testimonials.

○ Service Legacy Project: A high-impact service initiative that will leave a lasting impact on the community (e.g., supporting local youth programs or community development).

○ Publish a Commemorative Book showcasing the chapter’s history, milestones, and influential sorors over the years.

2028: Honours Day 50th Anniversary

Milestone: Honours Day celebrates 50 years of academic excellence and recognition.

● Goal: Celebrate the achievements of Honours Day recipients and expand the program’s reach and impact within the community.

● Celebration Activities:

○ Honours Day Golden Celebration Event featuring distinguished past honorees, educational speakers, and academic panels.

○ Launch a 50th Anniversary Scholarship Fund to expand scholarship awards for promising students.

○ Honours Day Alumni Network initiative to engage past recipients in mentorship opportunities.

○ Publications and Media: Release special anniversary publications, social media highlights, and press releases to honor the program’s legacy and encourage ongoing support.

Implementation Timeline & One-Year Planning Phases

Phase 1: Preparation & Initial Planning (One Year Prior to Event)

● Date Range: January-December 2025 (for GEMS 35th), January-December 2027 (for Chapter 65th & Honours Day 50th)

○ Form anniversary Planning Committees for each milestone celebration.

○ Conduct budget and funding assessments for each event, establishing a fundraising target.

○ Launch fundraising campaigns to support event costs and new scholarships (online campaigns, sponsorship outreach, and grant applications).

○ Develop a branding and marketing strategy to promote the anniversary year, including themes, logos, and social media presence.

Phase 2: Event Development & Coordination (6-9 Months Prior)

● Date Range: July-December 2025 (for GEMS 35th), July-December 2027 (for Chapter 65th & Honours Day 50th)

○ Plan specific event details, including venues, speakers, honorees, entertainment, and event decor.

○ Begin promotional campaigns across social media, community channels, and partnerships.

○ Develop commemorative items, publications, or multimedia projects for each celebration (e.g., GEMS publication, chapter documentary, commemorative book).

Phase 3: Execution & Final Preparations (6 Months Prior)

● Date Range: October-December 2025 (for GEMS 35th), October-December 2027 (for Chapter 65th & Honours Day 50th)

○ Finalize event logistics, including contracts with vendors, event agenda, and AV needs.

○ Conduct final outreach and invitation efforts to ensure community and sorority attendance.

○ Host pre-event activities (e.g., workshops, social media countdowns, press releases) to engage members and build excitement.

○ Set up an evaluation framework for post-event feedback and impact assessment.

Committees

Each milestone celebration will have a dedicated planning committee, with the following focus areas:

1. Executive Committee: Oversees overall coordination and provides leadership for each milestone.

2. Event Planning Committee: Handles event logistics, from venue selection to programming details.

3. Fundraising Committee: Secures sponsors, donors, and funding to meet budgetary needs.

4. Marketing & Public Relations Committee: Manages promotion, social media, and community outreach.

5. Commemorative Content Committee: Creates and curates multimedia projects, such as publications and videos.

Evaluation & Follow-Up

● Post-Event Surveys: Conduct surveys with attendees and members for feedback.

● Impact Reports: Prepare reports assessing event participation, fundraising success, and community impact.

● Annual Recap: Present highlights at chapter meetings to recognize the work of planning committees and celebrate the legacy of these milestone events.

LEGACY PROJECTS

Establishment of the Eta Psi Omega Chapter’s Foundation

Goal: To create a foundation that expands funding options, strengthens the scholarship program, and supports asset procurement.

Strategic Overview (1 Year)

● Objective: Establish a fully operational foundation with legal standing, structured governance, and funding mechanisms to support chapter scholarships and asset development.

Timeline:

● Months 1-3: Foundation Setup & Legal Compliance

○ Research best practices for foundations within the Sorority and nonprofit compliance.

○ Secure legal counsel to draft bylaws, articles of incorporation, and registration documents.

○ File necessary documents for tax-exempt status where applicable.

○ Identify initial foundation board members from within chapter leadership and community stakeholders.

● Months 4-6: Strategic Planning & Governance Structure

○ Hold initial foundation board meeting to outline mission, vision, and core funding priorities (e.g., scholarships, asset growth).

○ Develop governance policies, including financial management, grantmaking guidelines, and operational policies.

○ Create a one-year foundation strategic plan, including scholarship goals, initial fundraising, and donor engagement strategies.

● Months 7-9: Fundraising & Outreach

○ Launch the foundation’s inaugural fundraising campaign, targeting chapter members, Bahamian sorors and community partners.

○ Establish an online presence with a foundation website or page under the chapter’s site for information and donations.

○ Develop marketing materials for foundation awareness, including brochures, digital content, and press releases.

● Months 10-12: Program Launch & Evaluation

○ Roll out the foundation’s first scholarship awards, asset procurement goals, and/or pilot grant programs.

○ Begin tracking key metrics (donations, scholarships awarded, assets acquired) to monitor foundation impact.

○ Conduct a year-end review to assess achievements, challenges, and goals for the coming year.

Key Deliverables:

● Legal establishment of the foundation with tax-exempt status.

● Operational governance framework with policies for grants, donations, and financial transparency.

● An initial fundraising campaign to build a sustainable funding base.

● Foundation website or webpage and communication materials.

● Year-end impact report and strategy assessment.

AKA House & Community Center

Goal: Establish an AKA House & Community Center as a lasting legacy for Eta Psi Omega, serving as a chapter headquarters and a hub for community engagement.

Strategic Overview (10 Years)

Timeline:

● Years 1-2: Research, Feasibility & Planning

○ Conduct feasibility study, including location assessment, cost analysis, and community impact research.

○ Engage with stakeholders (chapter members, community leaders, local government) to align on the vision and community benefits.

○ Establish a building committee to oversee planning, fundraising, and project management.

○ Develop a preliminary financial plan, including estimated costs, potential funding sources, and partnerships.

○ Conduct market research on similar community centers for operational ideas and budget expectations.

● Years 3-5: Funding & Land Acquisition

○ Launch a dedicated capital campaign for the AKA House & Community Center, including events, donor outreach, and partnerships.

○ Identify and apply for grants from government, private foundations, and corporations aligned with community development.

○ Secure a location for the center through purchase, lease, or partnership agreements.

● Years 6-7: Design & Approvals

○ Collaborate with architects and designers to create detailed architectural plans for the building.

○ Obtain necessary permits and approvals from local authorities.

○ Finalize the design of the community center with input from chapter members, ensuring spaces for events, meetings, and community programs.

● Years 8-9: Construction & Interior Design

○ Begin construction, with project milestones monitored by the building committee.

○ Design interiors to reflect AKA’s heritage and chapter legacy, with spaces for gatherings, administration, and community outreach.

○ Start planning for facility management, operational staff, and resource needs for smooth daily functioning.

● Year 10: Grand Opening & Operational Launch

○ Organize a grand opening event to showcase the center to the community and stakeholders.

○ Launch programs within the community center, such as after-school programs, job training workshops, and health clinics.

○ Establish a maintenance and sustainability plan for the center to ensure it remains a vibrant and accessible resource for future generations.

Key Deliverables:

● Feasibility study and financial plan for project viability.

● Land acquisition for the AKA House & Community Center.

● Fully funded capital campaign with diversified funding sources.

● Completed architectural and interior designs.

● Operational community center with sustainable programming and resources for community and chapter use.

Conclusion

The Eta Psi Omega Chapter Strategic Plan represents a comprehensive roadmap designed to honor our rich legacy, strengthen our present, and inspire a future of impactful service, sisterhood, and leadership. Rooted in our core values, this plan addresses our commitments across membership engagement, operational efficiency, community impact, scholarship support, and partnership building, all while positioning the chapter to meet evolving challenges and opportunities.

As we celebrate significant milestones in the years ahead, this plan serves as a guide to amplify our service efforts, expand our influence, and deepen our connections both locally and within the broader sorority network. Through clear goals, structured action plans, and measurable outcomes, Eta Psi Omega Chapter is empowered to create meaningful change, foster unity, and leave a lasting legacy for future generations of sorors.

We look forward to working together in the spirit of sisterhood, dedicated to our shared mission and the continued advancement of our chapter and community. In partnership, purpose, and perseverance, we are well-equipped to realize the transformative vision set forth in this strategic plan, elevating Eta Psi Omega Chapter as a beacon of service, unity, and excellence.

Honours Day Program (2024-2029)

STRATEGIC OVERVIEW

Vision Statement

To celebrate academic excellence, leadership, and service among young women, cultivating future leaders and fostering a lifelong commitment to education and community engagement.

Mission Statement

To expand the impact of the Honours Day Program by enhancing outreach, recognition, and opportunities for young women and the broader community, ensuring a sustainable and transformative experience for all participants.

Strategic Goals

1. Expand Participation

○ New Providence: Increase involvement from public and private schools through targeted outreach and incentives.

○ Family Islands: Develop partnerships and travel sponsorships to ensure participation from all major islands.

2. Strengthen School Engagement

○ Create a School Engagement Strategy fostering school pride and healthy competition, encouraging schools to nominate and promote students.

○ Work towards official Ministry of Education endorsement to integrate the program into national academic calendars.

3. Build Alumni Network

○ Launch an Honours Day Alumni Campaign to track and engage past honorees.

○ Introduce a Mentorship Program pairing alumni with current honorees to provide college and career guidance.

4. Secure Multi-Year Partnerships

○ Establish 3-5 year sponsorship agreements with corporations, government agencies, and educational institutions to ensure program stability.

5. Increase Visibility and Credibility

○ Enhance public relations through media campaigns, digital storytelling, and community outreach.

○ Create an Honours Day Digital Platform for program updates, honoree stories, and scholarship resources.

6. Diversify Awards and Opportunities

○ Broaden scholarship criteria to recognize excellence in STEM, arts, sports, and community service.

○ Offer more need-based scholarships to support underserved communities.

7. Foster Global Exposure

○ Partner with international educational institutions to provide additional scholarships and study opportunities.

○ Expand virtual activities to engage honorees and mentors beyond The Bahamas.

8. Legacy Building

○ Develop archival materials to preserve the history and achievements of the program.

○ Commemorate the 50th Anniversary of Honours Day in 2028 as a significant milestone.

Program Enhancements

2024-2025

● Develop a comprehensive communication strategy, including social media campaigns and school partnerships.

● Introduce new recognition categories, such as community service, STEM innovation, arts, and entrepreneurship.

● Launch a dedicated website to provide program information, application processes, and showcase honorees.

2026-2027

● Host pre-event leadership and college readiness workshops on public speaking, financial literacy, and college preparedness.

● Launch an Alumni Network and create a database to foster mentorship opportunities.

2028-2029

● Celebrate the 50th Anniversary with a Golden Celebration Gala, commemorative book, and scholarship fundraising campaign.

● Develop a Sustainability Plan to ensure program growth and consistent funding for the next decade.

Evaluation Metrics (KPIs)

● Program Reach: Increase honorees and Family Island participation by 20% annually.

● Scholarship Impact: Growth in scholarships awarded and funds raised.

● Alumni Engagement: Percentage of past honorees participating in mentorship or advocacy.

● Community Involvement: Number of partnerships and collaborative initiatives formed.

● Event Attendance: Increase Honours Day attendance year-over-year.

● Digital Engagement: Growth in website traffic and online applications.

Funding and Resources

● Sources:

○ Corporate sponsorships.

○ Community donations.

○ Grant applications.

● Resource Allocation:

○ Scholarships (50%).

○ Workshops and events (30%).

○ Marketing and outreach (10%).

○ Administrative costs (10%).

Projected Outcomes

By 2029, the Honours Day Program will be a nationally celebrated initiative, recognized as a transformative platform for academic, personal, and professional development. Through strategic partnerships, robust alumni engagement, and expanded participation, the program will soar in its pursuit of greatness, crafting a legacy of success and excellence for future generation

G.E.M.S Program (2024-2029)

STRATEGIC OVERVIEW

Vision

To inspire and empower young women to become confident, capable leaders by equipping them with essential life skills, leadership abilities, and opportunities for academic, social, and professional growth.

Mission

To promote unity, build and develop poise, character and discipline in high school girls through educational, informational, and social programs, which they can carry with them as they mature and emerge into society.

Purpose

Girls Emerging and Maturing Into Society (G.E.M.S.) is a structured holistic program designed to assist teenage girls spiritually, emotionally, mentally and physically. It is also designed to empower, motivate, encourage and mobilize teen leaders to develop life and employable skills in a global environment.

Strategic Goals (2024-2029)

1. Expand Reach and Diversity

○ Target students from public, private, and homeschool settings across diverse socioeconomic backgrounds.

2. Enhance Curriculum

○ Develop a three-year structured program that combines Sorority-mandated curricula and local initiatives.

○ Integrate leadership, financial literacy, mental well-being, civic engagement, and career readiness training.

3. Strengthen Mentorship Program

○ Establish a comprehensive mentor training program to ensure mentors are equipped to support GEMS effectively.

○ Maintain a 3:1 GEMS-to-Mentor ratio, scaling mentorship as participation grows.

4. Foster Alumni Engagement

○ Launch an Alumni Program to maintain connections with past participants and provide ongoing support.

○ Offer mentorship, networking, and leadership opportunities for alumni.

5. Build Strategic Partnerships

○ Collaborate with schools, businesses, and community organizations to expand resources and opportunities.

○ Secure multi-year sponsorships to ensure program sustainability.

6. Develop Program Identity and Awareness

○ Refresh GEMS branding and materials, including a new logo, website, and marketing collateral.

○ Increase visibility through social media campaigns, school outreach, and media partnerships.

7. Register GEMS Program with the Ministry of Youth, Sports, and Culture

○ Work towards formal registration to gain national recognition and ensure program alignment with national youth development standards.

○ Leverage registration benefits to access additional resources, partnerships, and funding opportunities.

8. Increase Parent Engagement and Buy-In

○ Develop a Parent Engagement Strategy to involve parents actively in the program.

○ Host an Annual Parents’ Night to provide updates, celebrate milestones, and foster connections between parents, mentors, and participants.

9. Evaluate Impact and Growth

○ Implement ongoing evaluation metrics to track participant progress, mentorship effectiveness, and program outcomes.

○ Set and achieve annual benchmarks for recruitment, engagement, and impact.

Parent Engagement Strategy

1. Annual Parents’ Night

○ Host a dedicated event each year to engage parents and guardians in the program.

○ Event Features:

■ Welcome address from program leaders.

■ Overview of the GEMS curriculum and upcoming activities.

■ Testimonials from current GEMS participants and alumni.

■ Opportunities for parents to meet mentors and program coordinators.

■ Q&A session to address concerns and gather feedback.

2. Regular Updates

○ Establish quarterly newsletters to share updates, celebrate achievements, and highlight upcoming events.

○ Utilize communication platforms such as WhatsApp groups to keep parents informed and connected.

3. Parent Involvement Opportunities

○ Invite parents to participate in key milestone events, such as the Pinning Ceremony, Pink Cardigan Presentation, and Graduation.

○ Encourage parents to volunteer for program activities or events where applicable.

4. Resources for Parents

○ Develop Parent Support Materials to help them reinforce program values and support their child’s development at home.

○ Host parent-focused workshops on topics such as effective communication with teens, college readiness, and financial planning.

5. Feedback and Collaboration

○ Conduct annual parent surveys to gather insights and improve program delivery.

○ Create opportunities for parents to contribute ideas and suggestions through forums or advisory committees.

Implementation Timeline

2024-2025

● Launch the Alpha Cohort (2024-2027).

● Refresh branding and create a GEMS digital platform for program resources and applications.

● Pilot the GEMS Mentorship Training Program.

● Begin the registration process with the Ministry of Youth, Sports, and Culture by submitting required documentation and aligning program goals.

● Launch the Parent Engagement Strategy, including the first Annual Parents’ Night.

● Establish communication platforms (e.g., WhatsApp groups, newsletters) for regular updates.

2025-2026

● Scale recruitment efforts, increasing enrollment

● Host first-year milestones: Pinning Ceremony and leadership workshops.

● Establish the PEARLS Peer-to-Peer Program for 12th graders.

● Obtain full registration status with the Ministry of Youth, Sports, and Culture and begin leveraging associated benefits.

● Host workshops for parents on supporting academic and personal growth.

● Collect feedback through parent surveys and refine the strategy based on insights.

2026-2027

● Introduce capstone projects for third-year participants, focusing on community impact.

● Enhance curriculum with professional development workshops and internships.

● Expand parent involvement in milestone events and service projects.

● Integrate parent volunteers into program planning committees as needed.

2027-2028

● Celebrate the first GEMS Graduation (Alpha Cohort).

● Engage alumni through a mentorship program and networking events.

● Expand GEMS reach to include at least one Family Island cohort.

● Launch the Beta Cohort (2027-2030).

● Evaluate parent engagement annually and adjust initiatives to maintain strong buy-in.

2028

● Strengthen alumni engagement with the annual Christmas Alumni Social and Graduation Ceremony involvement.

● Launch a sponsorship campaign to secure 3-5 year funding commitments.

● Host a PEARLS Leadership Summit to showcase participant achievements and impact.

2029

● Publish a comprehensive GEMS Impact Report highlighting program milestones, participant success stories, and growth metrics.

● Develop a sustainability plan for the next decade of GEMS programming.

Evaluation Metrics

1. Recruitment and Retention

○ Increase enrollment by 20% annually while maintaining a 90% retention rate.

2. Mentorship Effectiveness

○ Conduct annual mentor and participant satisfaction surveys.

3. Participant Outcomes

○ Track alumni success in college enrollment, internships, and community involvement.

4. Program Growth

○ Expand to at least two Family Islands by 2029.

○ Secure 3-5 year partnerships with at least five major sponsors.

5. National Recognition

○ Achieve registration with the Ministry of Youth, Sports, and Culture by 2025.

○ Demonstrate increased visibility and credibility through collaboration with national initiatives.

6. Attendance:

○ Measure attendance at Annual Parents’ Night and milestone events, aiming for a 75% participation rate annually.

7. Feedback:

○ Collect and analyze parent survey responses to identify areas of success and improvement.

8. Engagement:

○ Track parent involvement in workshops, volunteering opportunities, and communication platforms.

9. Satisfaction:

○ Maintain a 90% satisfaction rate among parents regarding their child’s experience and the program’s support.

Projected Outcomes by 2029

● Increased Reach: Engage 60+ participants annually across multiple regions.

● Sustained Alumni Engagement: Active alumni network contributing to program growth and mentorship.

● Expanded Resources: Secure long-term funding to ensure sustainability and growth.

● National Recognition: Established as a Ministry-registered youth development program with access to additional resources.

● Recognized Excellence: Solidify GEMS as a model youth enrichment program in The Bahamas.

● Stronger Parent Buy-In: Increased parent involvement and satisfaction, creating a supportive environment for GEMS participants.

● Enhanced Program Support: Parents actively championing the program within their communities and schools.

● Sustainable Growth: Parent feedback contributing to program innovation and improvement, ensuring long-term success.

Conclusion

The G.E.M.S Strategic Plan (2024-2029) integrates impactful program expansion with the pursuit of national recognition through Ministry of Youth, Sports, and Culture registration. This milestone will enhance credibility, unlock resources, and strengthen partnerships, ensuring that GEMS remains a cornerstone of youth empowerment in The Bahamas. By fostering leadership, resilience, and community engagement, GEMS will continue building a legacy of excellence that inspires future generations.

The inclusion of a robust Parent Engagement Strategy in the G.E.M.S Strategic Plan (2024-2029) recognizes the critical role of parents in the success of the program. By fostering strong partnerships with parents through Annual Parents’ Night events, regular communication, and meaningful involvement, the program will create a collaborative network that empowers participants and strengthens the GEMS community. This approach ensures that the program remains impactful, inclusive, and transformative for all stakeholders.

ETA PSI OMEGA & TAU NU MENTORSHIP (2024-2029)

STRATEGIC OVERVIEW

Vision Statement

To foster a dynamic, collaborative, and supportive relationship between Eta Psi Omega and Tau Nu Chapters, enhancing mentorship, leadership development, and impactful service through shared initiatives and sisterhood.

Mission

To strengthen bonds between the graduate and undergraduate chapters through structured mentorship, resource sharing, and joint programming that supports personal growth, academic success, and community impact.

Disclaimer

This strategic plan will be implemented in strict adherence to all conduct guidelines and antihazing policies outlined by Alpha Kappa Alpha Sorority, Incorporated®. All activities, programs, and mentorship initiatives will prioritize the safety, respect, and well-being of all participants, upholding the highest standards of integrity and ethical behavior. Any form of hazing, harassment, or inappropriate conduct will not be tolerated and will be addressed in accordance with the sorority's policies and procedures.

Strategic Goals (2024-2029)

1. Establish a Formal Mentorship Program

○ Pair Eta Psi Omega sorors with Tau Nu members to provide guidance, professional development, and academic support.

○ Focus mentorship on career planning, leadership development, and sorority engagement.

2. Promote Leadership and Academic Excellence

○ Offer Tau Nu members workshops on topics such as financial literacy, time management, conflict resolution, and public speaking.

○ Encourage Tau Nu participation in Eta Psi Omega leadership training and sororitysponsored educational events.

3. Collaborate on Service Projects and Programs

○ Co-host signature events that align with the Alpha Kappa Alpha Sorority’s programmatic focus areas.

○ Partner on impactful community service projects, such as educational initiatives, youth mentoring, and health awareness campaigns.

4. Foster Sorority Engagement and Legacy Building

○ Strengthen Tau Nu members’ connection to Alpha Kappa Alpha through intentional programming that emphasizes lifelong membership.

○ Provide pathways for seamless transition from undergraduate to graduate chapter membership.

5. Enhance Communication and Relationship Building

○ Schedule quarterly joint chapter meetings to align goals, share updates, and strengthen relationships.

○ Use digital platforms to maintain ongoing communication and coordination between chapters.

6. Support Tau Nu Chapter Operations

○ Offer guidance on chapter operations, including budgeting, event planning, and compliance with sorority protocols.

○ Provide resources and financial support for key Tau Nu events and initiatives where needed.

Implementation Strategies

Mentorship Program

1. Pairing Process:

○ Match Eta Psi Omega mentors with Tau Nu mentees based on career interests, personal goals, and leadership aspirations.

2. Mentorship Activities:

○ Monthly check-ins to discuss academic progress, career plans, and chapter involvement.

○ Joint attendance at sorority events, including conferences, workshops, and retreats.

3. Mentorship Training:

○ Provide Eta Psi Omega mentors with training on effective mentorship, focusing on communication, cultural sensitivity, and personal development.

Collaborative Projects and Events

1. Annual Joint Service Project:

○ Plan a collaborative service initiative that aligns with both chapters' goals, such as youth mentorship or environmental sustainability.

2. Signature Program Support:

○ Include Tau Nu members in Eta Psi Omega's signature programs, such as G.E.M.S. and Honours Day, to provide leadership opportunities and community involvement.

3. Shared Advocacy and Awareness Campaigns:

○ Partner on campaigns related to social justice, women’s health, or academic success.

Leadership Development

1. Workshops and Training:

○ Conduct annual leadership development workshops for Tau Nu members, led by Eta Psi Omega sorors and external experts.

2. Shadowing Opportunities:

○ Allow Tau Nu members to shadow Eta Psi Omega sorors in leadership roles to learn about graduate-level chapter operations.

3. Leadership Pipeline:

○ Identify and nurture Tau Nu leaders for future graduate chapter roles, providing a clear pathway for continued involvement post-graduation.

Chapter Support

1. Financial Resources:

○ Allocate funds to support at least one Tau Nu initiative per year, such as professional development or service projects.

2. Operational Guidance:

○ Provide training on chapter management, event planning, and compliance with sorority guidelines.

3. Recognition and Awards:

○ Celebrate the achievements of Tau Nu members at Eta Psi Omega events, reinforcing a culture of excellence and sisterhood.

Evaluation Metrics

1. Mentorship Engagement

○ Track the number of mentor-mentee pairs and frequency of interactions.

○ Conduct annual surveys to measure satisfaction and identify areas for improvement.

2. Collaborative Projects

○ Monitor the number and impact of joint service projects and events.

○ Assess community feedback and engagement metrics from collaborative initiatives.

3. Leadership Development

○ Measure Tau Nu participation in leadership workshops and transition rates to graduate membership.

4. Chapter Support

○ Track resources provided to Tau Nu and their utilization.

○ Evaluate Tau Nu’s operational efficiency and compliance with sorority standards.

Implementation Timeline

2024-2025

● Launch the mentorship program and pair initial mentor-mentee matches.

● Plan the first annual joint service project and co-host a leadership workshop.

● Conduct a Tau Nu operational needs assessment to identify areas for support.

2025-2026

● Expand mentorship activities to include shadowing and joint attendance at conferences.

● Implement quarterly joint chapter meetings for collaboration and relationship building.

● Evaluate mentorship program effectiveness and refine as needed.

2026-2027

● Introduce Tau Nu leadership shadowing opportunities within Eta Psi Omega committees.

● Formalize financial support agreements for key Tau Nu initiatives.

● Host a mid-term strategic review to assess progress and alignment.

2027-2028

● Increase the scale of joint service projects and community campaigns.

● Celebrate Tau Nu’s contributions at Eta Psi Omega’s milestone events.

● Strengthen Tau Nu-to-Eta Psi Omega transition programs for graduating seniors.

2028-2029

● Publish a joint impact report showcasing the outcomes of the collaboration.

● Host a “Legacy Celebration” to highlight the growth and achievements of both chapters.

● Develop a five-year renewal plan for continued collaboration and growth.

Conclusion

This strategic plan outlines a comprehensive roadmap for strengthening the relationship between Eta Psi Omega and Tau Nu Chapters through mentorship, collaborative projects, and mutual support. The plan’s implementation will strictly adhere to all conduct guidelines and antihazing policies of Alpha Kappa Alpha Sorority, Incorporated®, ensuring a safe, respectful, and empowering environment for all participants. By fostering shared growth, leadership development, and service excellence, this partnership will not only benefit individual members but also enhance the collective impact of both chapters within the community.

Vision Statement

To position Eta Psi Omega Chapter as a premier contributor to the Educational Advancement Foundation (EAF), championing educational access, excellence, and opportunity for Bahamian students through sustained support and impactful fundraising initiatives.

Mission Statement

To enhance Eta Psi Omega Chapter’s contribution to the Educational Advancement Foundation by maintaining annual Platinum Status, establishing the Eta Psi Omega EAF Endowment Fund for Bahamian students, and increasing local awareness and recipient representation.

Strategic Goals (2024-2029)

1. Maintain Platinum Status Annually

○ Ensure Eta Psi Omega Chapter meets or exceeds the annual Platinum Status contribution threshold every year.

2. Establish and Grow the Eta Psi Omega EAF Endowment Fund

○ Create an endowment fund to support Bahamian students pursuing undergraduate or graduate degrees locally or internationally.

3. Increase Awareness of EAF

○ Implement a comprehensive awareness campaign to highlight EAF’s mission and benefits to local stakeholders.

○ Elevate the profile of EAF within Bahamian communities to drive contributions and engagement.

4. Expand Recipient Reach

○ Increase the number of Bahamian nationals and residents who receive EAF scholarships.

5. Host Signature EAF Fundraising Events Annually

○ Launch and sustain successful initiatives like Shop for a Cause, Partee with a Cause Golf Clinic, and Dine with a Cause.

○ Introduce the EAF Awareness Weekend as an annual signature event to maximize community engagement and support.

Key Initiatives

1. EAF Awareness Weekend (Launch: November 2024)

○ A dedicated weekend to promote EAF and its impact through events such as:

■ EAF Kickoff Celebration: Highlighting the chapter’s achievements and fundraising goals.

■ Community Engagement Sessions: Informational presentations about EAF and available scholarships.

■ Fundraising Event: Featuring local stakeholders and donors.

2. Signature Fundraising Events

○ Shop for a Cause: Partner with local businesses to donate a percentage of sales.

○ Partee with a Cause Golf Clinic: Combine recreational activities with charitable giving.

○ Dine with a Cause: Collaborate with local restaurants to host charity dinners.

3. Local Awareness Campaign

○ Leverage traditional and social media to share success stories of Bahamian EAF recipients.

○ Engage local schools and community organizations in promotional efforts.

4. Partnership Development

○ Build relationships with local businesses, alumni associations, and philanthropic organizations to secure recurring contributions to EAF.

5. Recipient Engagement

○ Host annual recognition events for scholarship recipients.

○ Encourage recipients to serve as EAF ambassadors, sharing their success stories.

Implementation Timeline

2024

● Introduce the first annual EAF Awareness Weekend in November.

● Host signature fundraising events: Shop for a Cause, Partee with a Cause, and Dine with a Cause.

● Develop a local awareness campaign focused on EAF and its benefits.

2025

● Achieve annual Platinum Status for EAF contributions.

● Expand local awareness campaigns and recipient outreach efforts.

● Host workshops for potential scholarship applicants to increase application rates.

2026

● Launch the Eta Psi Omega EAF Endowment Fund.

● Publish an annual Impact Report to highlight the success of EAF initiatives and recipients.

2027

● Begin awarding scholarships from the Eta Psi Omega EAF Endowment Fund.

● Collaborate with international organizations to increase scholarship opportunities for Bahamian students studying abroad.

2028-2029

● Increase endowment fund contributions through new corporate and community partnerships.

● Sustain annual Platinum Status with record-breaking contributions.

● Showcase the Eta Psi Omega EAF Endowment Fund as a national model for educational advancement.

Evaluation Metrics

1. Platinum Status Maintenance

○ Achieve and sustain Platinum Status annually through chapter contributions.

2. Endowment Fund Growth

○ Monitor growth toward the $25,000 target by 2029.

3. Scholarship Distribution

○ Increase the number of Bahamian EAF scholarship recipients by 10% annually.

4. Awareness and Engagement

○ Track attendance and participation in annual EAF Awareness Weekend and signature events.

○ Measure digital and media campaign reach through engagement metrics.

5. Community Partnerships

○ Secure at least five recurring corporate or community sponsorships by 2026.

Projected Outcomes by 2029

● Endowment Growth: Achieve a sustainable fund supporting Bahamian students globally.

● Recipient Impact: Expand opportunities for Bahamian students, fostering academic and professional success.

● Community Recognition: Establish Eta Psi Omega as a leader in educational advancement initiatives in The Bahamas.

● EAF Excellence: Maintain Platinum Status annually, reinforcing the chapter’s commitment to Alpha Kappa Alpha Sorority’s goals.

Conclusion

The Educational Advancement Foundation Strategic Plan (2024-2029) sets a bold vision for Eta Psi Omega Chapter’s sustained leadership in supporting education. Through innovative fundraising, increased awareness, and the establishment of the Eta Psi Omega EAF Endowment Fund, the chapter will create lasting opportunities for Bahamian students. By maintaining Platinum Status and expanding local recipient representation, this plan ensures Eta Psi Omega’s enduring impact on the lives of students and the advancement of educational excellence.

STRATEGIC RECOMMENDATION FOR THE ENHANCEMENT OF THE BASILEI COUNCIL

Objective:

To formally incorporate the Basilei Council into the chapter’s operations ensuring that its duties, powers, and accountability mechanisms are clearly defined to foster leadership collaboration, efficient decision-making, and long-term chapter growth.

Vision and Purpose of the Basilei Council

The Basilei Council will serve as a leadership advisory body, providing guidance, strategic oversight, and support for chapter initiatives. The council will enhance collaboration among past and current leaders to strengthen continuity, mentorship, and institutional knowledge.

Key Purpose:

● Foster leadership excellence and succession planning.

● Ensure continuity and alignment with the chapter’s vision and strategic goals.

● Provide strategic input on programs, policies, and chapter initiatives.

Structure and Composition

The Basilei Council will be composed of:

● Current Basileus (President) – Chairperson of the Council.

● Immediate Past Basileus – Advisor and mentor to the current administration.

● Past Basilei (Presidents) – Voting members, providing insight and recommendations.

The council will meet quarterly or as needed to discuss matters pertinent to chapter operations.

Roles and Responsibilities

Duties of the Basilei Council:

1. Leadership Mentorship: Support the current Basileus and Executive Board by offering mentorship, guidance, and historical context for decision-making.

2. Continuity in Programs: Provide recommendations to maintain consistency across initiatives during transitions in chapter or regional administration.

3. Strategic Planning: Collaborate in the development and review of the chapter’s strategic initiatives to ensure alignment with regional and international priorities.

4. Accountability: Ensure that leadership decisions reflect the chapter’s mission, vision, and values while maintaining fiscal responsibility and adherence to policies.

Powers of the Basilei Council:

● The council serves in an advisory capacity and will provide formal recommendations to the Executive Board.

● The council may request progress reports on major chapter programs to provide feedback and support.

Accountability:

● The Basilei Council will submit a summary report of its quarterly meetings to the Executive Board for transparency.

● The Council’s recommendations will be documented and shared during chapter meetings to ensure member awareness.

Communication and Engagement Plan

● Quarterly Meetings: Formal sessions to provide mentorship and discuss strategic initiatives.

● Annual Leadership Workshop: Collaborate with current officers and committee chairs to enhance leadership skills and share best practices.

● Documentation: Maintain written records of recommendations and mentorship plans for continuity.

Monitoring and Evaluation

● Key Performance Indicators (KPIs):

○ Implementation rate of council recommendations.

○ Participation rate of Basilei in mentorship and training sessions.

○ Feedback from Executive Board and general members on council impact.

● Annual Review: Assess the effectiveness of the Basilei Council and identify areas for improvement.

Timeline for Implementation

● Month 1: Present draft structure to Executive Board and Basilei Council members for feedback.

● Month 2: Finalize council framework and update chapter by-laws if necessary.

● Month 3: Conduct inaugural Basilei Council meeting and orientation.

● Month 6: Review progress and refine procedures as needed.

Conclusion

Incorporating the Basilei Council into the Strategic Plan ensures a formal structure for leadership continuity, support, and accountability. This council will serve as a cornerstone for fostering leadership development, preserving institutional memory, and driving the Eta Psi Omega Chapter toward sustained excellence in service, sisterhood, and community impact.

STRATEGIC RECOMMENDATION:

ESTABLISHMENT OF THE ANNUAL ETA PSI OMEGA CHAPTER AWARDS CEREMONY

Purpose

To celebrate the achievements, excellence, and dedication of Eta Psi Omega Chapter members, committees, and partners through a prestigious Annual Awards Ceremony. This initiative will reinforce a culture of recognition, foster motivation, and highlight the chapter's impact on its members and the community.

Vision Statement

To honor and celebrate the outstanding contributions and achievements of Eta Psi Omega Chapter members, committees, and partners, promoting a legacy of excellence and service.

Mission Statement

To inspire continued excellence and engagement by recognizing the exceptional efforts of chapter members, committees, and supporters through an annual celebration of achievements and impact.

Key Objectives

1. Recognize Excellence

○ Highlight individuals, committees, and programs that embody the mission and vision of Alpha Kappa Alpha Sorority, Incorporated® and Eta Psi Omega Chapter.

2. Promote Chapter Engagement

○ Encourage participation, collaboration, and innovation across all chapter activities.

3. Foster Motivation and Retention

○ Celebrate members' contributions to reinforce a sense of belonging, pride, and commitment to the chapter.

4. Strengthen Relationships

○ Acknowledge external supporters, donors, and community partners for their contributions to chapter success.

Recommended Categories

Individual Member Awards

1. Officer of the Year: Recognizes an officer who has gone above and beyond in their leadership role.

2. Emerging Leader Award: Highlights a newer member who has demonstrated exceptional potential and commitment.

3. Lifetime Achievement Award: Honors a long-serving member for outstanding contributions over their tenure.

4. Volunteer of the Year: Celebrates a member who has dedicated significant time and effort to chapter activities.

5. Mentor of the Year: Recognizes a member who has excelled in guiding and supporting others within the chapter.

Committee Awards

6. Committee of the Year: Celebrates a committee that has delivered exceptional results and impact.

7. Best Program of the Year: Recognizes the most impactful program delivered by a committee.

8. Most Innovative Initiative: Highlights a committee for creativity and forward-thinking solutions.

9. Collaboration Award: Celebrates a committee that excelled in partnerships and teamwork.

10. G.E.M.S. Excellence Award: Recognizes efforts in the chapter's signature youth program, G.E.M.S.

Program Impact Awards

11. Service Project of the Year: Recognizes the service project with the most significant community impact.

12. Advocacy Award: Highlights programs that address pressing social or community issues.

13. Educational Initiative of the Year: Celebrates programs focused on education and lifelong learning.

Member Engagement Awards

14. Most Active Member: Recognizes a member with exceptional attendance and participation in chapter activities.

15. Social Engagement Award: Celebrates a member or initiative that fostered connections and camaraderie among members.

Partner and Donor Awards

16. Top Donor Award: Recognizes the individual or organization that provided the highest level of financial support.

17. Community Partner of the Year: Celebrates an external partner for their contributions to the chapter's success.

18. Corporate Sponsor of the Year: Highlights a corporate entity for its significant support and collaboration.

Special Recognition Awards

19. President’s Award for Excellence: A discretionary award from the Chapter President to honor extraordinary achievements.

20. Legacy Builder Award: Recognizes a member or initiative that has made a lasting impact on the chapter's growth and legacy.

Implementation Timeline

2025

● Q1: Develop a nomination and selection process, including criteria, forms, and a judging committee.

● Q2: Identify budget and potential sponsors for event funding. Announce the awards initiative to chapter members.

● Q3: Open nominations.

● Q4: Host the inaugural Eta Psi Omega Chapter Awards Ceremony.

Award Ceremony Structure

1. Theme: Select a theme each year that reflects the chapter’s mission and vision (e.g., "Celebrating Excellence: A Legacy of Service and Leadership").

2. Program Highlights:

○ Keynote speech by a distinguished guest.

○ Award presentations with multimedia highlights of winners' achievements.

○ Entertainment (e.g., performances or special tributes).

○ Networking and celebration reception.

Nomination and Selection Process

1. Nominations

○ Open nominations to all chapter members.

○ Include specific criteria and supporting documentation requirements.

2. Selection

○ Form a judging committee comprising chapter leaders and past award winners.

○ Use a standardized scoring rubric to ensure fairness and transparency.

3. Recognition

○ Winners receive engraved awards, certificates, or plaques.

○ Highlight winners in chapter newsletters, social media, and regional reports.

Evaluation Metrics

1. Participation

○ Track nomination and voting participation rates.

2. Engagement

○ Measure attendance and satisfaction at the awards ceremony.

3. Impact

○ Gather feedback from members to assess the effectiveness of the recognition initiative.

4. Visibility

○ Monitor social media and traditional media mentions of the awards program.

Projected Outcomes by 2028

● Motivated Membership: Increased engagement and retention through recognition and celebration of contributions.

● Enhanced Chapter Culture: A stronger sense of pride, unity, and excellence among members.

● Stronger Relationships: Deepened connections with community partners, donors, and sponsors.

● Expanded Impact: Increased awareness of the chapter's achievements and programs within the sorority and broader community.

Conclusion

The Eta Psi Omega Chapter Annual Awards Ceremony will serve as a cornerstone of recognition, reinforcing the chapter’s culture of excellence and highlighting the incredible work of its members, committees, and partners. This initiative not only celebrates achievements but also inspires continued growth, collaboration, and impact, ensuring Eta Psi Omega Chapter remains a beacon of leadership, service, and sisterhood.