Pi Kappa Delta's Strategic Plan
(Ratified by the National Council in 2008) 

GOAL 1:  PI KAPPA DELTA WILL EMBRACE AND COMMUNICATE ITS IDENTITY, MISSION, VISION AND VALUES

Pi Kappa Delta can embrace and communicate its identity, mission, vision and values by creating a uniform brand image and developing communication materials that are targeted, professional, and that maintain graphical and/or visual consistency. These same materials will encourage recruiting and brand extension efforts by amplifying Pi Kappa Delta’s emerging leadership within the forensics community in professional, scholarly, and service-related activities and advocacy.

1. We will re-design our website.  We believe our website is the most important aspect of our branding effort, and achieving the look and capabilities we desire should be a high organizational priority. The new website should have the following features and capabilities:

* A graphical design and color scheme that is uncluttered, engaging, and consistent with the emerging PKD brand;

* Well-organized, easily navigated menu structure;

* Password storage and member log-in capabilities;

* The ability to generate forms and to transmit and/or store data;

* Secure on-line financial transaction capability;

* Seamless integration with social network sites;

* The ability to stream video;

* The ability to store and print documents, forms, and brochures.

2. We will enhance the form and function of our printed materials.  Our objective is to target specific audiences and improve our ability to communicate with our constituents.  Our publications should have the following features and capabilities: 

* A graphical design and color scheme that is engaging and consistent with the emerging PKD brand;

* PKD images and templates will be accessible for chapter use;

* We will create, revise, or discontinue publications that encourage new membership and chapter affiliation, increase fundraising capabilities, and enable sustained relationships with members.

3. We will modify our name and sharpen our focus.  In order to better capture our mission and purpose, and to encourage the extension of our brand as a leader within the forensics community, Pi Kappa Delta will modify its name.

GOAL 2:  PI KAPPA DELTA WILL BE AN INTERNATIONAL LEADER IN SUPPORTING FORENSIC EDUCATION AND PRACTICE

Pi Kappa Delta should lead the way in helping to envision forensic activity in the coming decades.

1. We will practice good resource stewardship in the administration of organizational endeavors.  Intercollegiate forensic activities need to develop a futurist orientation acknowledging the likely impact of climate and resource challenges in the near term.  Accordingly, PKD will:

* Create and implement benchmark goals for reducing carbon footprint of PKD programs, conventions and tournaments on an on-going basis;

* Identify and implement incentive programs to encourage carbon footprint reduction;

* Explore innovative technologies that provide alternatives to traditional tournament experiences.

2. We will embrace and foster global forensic education.  Pi Kappa Delta’s global focus will encourage the development of cultural competence and civility.  PKD will:

* Create an international education task force and actively pursue relationships with colleges and universities in other nations;

* Investigate the feasibility of international exchange programs and tournament opportunities; 

* Work to charter new members from colleges and universities outside the United States.

3. We will develop and communicate dashboard indicators of forensic health.  Dashboard indicators are important for program assessment and departmental review.  Pi Kappa Delta can help provide indices for measuring the health and well-being of the activity at both the programmatic and national levels.  PKD will:

* Create a clearing house for benchmark data on Pi Kappa Delta and forensics in general;

* Identify appropriate metrics for program assessment;

* Identify strategies for collecting the initial data and maintaining the indicators on an ongoing basis.  Begin with PKD data/programs with the eventual goal of maintaining the clearinghouse for forensics generally. 

* Create a professional standards document which includes tenure and promotion standards, ethics guidelines, and program standards;
 
* Develop a summer conference series whose purpose would be to bring together forensic educators in an environment where they engaged in professional growth, discussed on-going pedagogical and philosophical issues, and identified scholarship and other professional opportunities;

* Develop a certification program for forensic educators, especially those for whom a terminal degree is impractical or inappropriate;

* Develop a listing of forensics-friendly graduate programs to identify those programs supportive or receptive to forensics professionals;

* Create a briefing document for administrators regarding the educational benefit of forensics, professional standards for forensics educators, and guidelines as to matters such as program funding and university support.  We will create a separate document for colleges and universities aimed at the specific needs of types of institutions using the Carnegie classification or other measure.

GOAL 3:  PI KAPPA DELTA WILL BE A LEADER IN HELPING TO SUSTAIN FORENSICS EDUCATION (FUNDRAISING/FUND DEVELOPMENT)

Successful fundraising and development activities will become increasingly important to Pi Kappa Delta over the next decade. To thrive, we will have to expand our financial capacity, increase our ability to attract and maintain donors, and display the highest possible standards of ethical stewardship.

1. We will form a Development and Investment committee: Governance is at the heart of transparency, accountability and stewardship – three central elements to maintaining donor confidence and enlarging the scope of fundraising and development activities. The committee will:

* Identify, supervise and implement the investment policies governing funds donated to Pi Kappa Delta;

* Issue annual reports to the National Council concerning the endowment income available for use by Pi Kappa Delta;

* Establish appropriate procedures to protect the security and confidentiality of donor-supplied financial information;

* Maintain records of gifts, gift pledges and estate gifts received, and issue annual letters to donors for gift recognition and/or tax purposes, and ensure gifts are deposited on behalf of Pi Kappa Delta;

* Record progress towards matching gift-pledges and communicate the results of matching campaigns to sponsoring donors on an annual basis;

* Recommend development activities to the National Council for approval;

* Implement appropriate donor recognition events, activities or awards.

2. We will adopt appropriate financial reporting procedures for external audiences. The increasing complexity of Pi Kappa Delta’s financial operations, as well as the need to communicate the organization’s fiscal health to external audiences requires key changes in the reporting obligations of the National Council.

* Whenever Pi Kappa Delta has reached a threshold of $5,000.00 in annual donated income per year, the National Council will issue the appropriate Internal Revenue Service report;

* The National Council must approve the annual preparation of an audited financial statement, preferably one that conforms to NAIC standards.

3. We will produce an Annual Report. An annual report will provides donors, prospective donors and other interested parties a full and reasonably detailed accounting of all of the activities undertaken by Pi Kappa Delta in a given year.

4. We will create and maintain an active and prospective donor database. 

5. We will create and disseminate the Second Century Campaign case statement.  The Pi Kappa Delta Second Century Campaign case statement will link the strategic plan with the long-term fundraising goals of the organization.  The case statement will:

* Emphasize the one, five and ten-year financial objectives of the campaign;

* Identify the gift-match challenge;

* Provide information for gift and estate planning;

* Suggest ways in which the success of the campaign will allow Pi Kappa Delta to further its goals and objectives.

GOAL 4:  PI KAPPA DELTA WILL GROW STRATEGICALLY AND EVOLVE ORGANIZATIONALLY 

We will work to grow membership in Pi Kappa Delta, as well as develop enduring commitment to the association by its current and future members. 

1. We will expand our presence in under-represented areas nationally and internationally.  PKD will:

* Send promotional material to identified schools with follow-up verbal contacts;

* Work through current province officers to identify programs most likely open to Pi Kappa Delta affiliation;

* Create a mentoring network that connects established with newly affiliated chapters;

* Equip mentoring and new chapters with orientation materials that communicates the unique aspects and benefits of PKD membership.

2. We will assess reasons for chapter attrition.  PKD will:

* Survey current and former chapter sponsors of inactive Pi Kappa Delta programs to determine reasons for their disengagement;

* Create a task force for examining data and making recommendations regarding ways in which PKD can better meet constituent needs.

3. We will increase the number of two-year colleges joining Pi Kappa Delta.  PKD will:

* Institute special recognition for 2-year college excellence at Pi Kappa Delta sponsored tournaments;

* Promote the ability of schools to affiliate with both Phi Rho Pi and Pi Kappa Delta concurrently through a targeted communication effort;

* Address uniqueness of the 2-year college experience—student and professional—within Pi Kappa Delta initiatives, publications, and activities;

o Create a committee consisting of current and former 2-year college educators to review Pi Kappa Delta initiatives, publications, and activities;

o Ask the committee to provide recommendations of how to best integrate 2-year schools into Pi Kappa Delta-sponsored initiatives, publications, and activities.

4. We will structure Pi Kappa Delta in a way that best reflects forensic activity.  PKD will:

* Establish a task force charged with examining activities, communication patterns, and attitudes regarding the current provincial structure.  This task force will also recommend ways to fulfill the intent of this action step;

* We will create interest areas, similar to those within the National Communication Association that provide opportunities for sharing and collaboration among members who share common ideas regarding the forensic activity in general and Pi Kappa Delta in particular.  Such areas might include oral interpretation, fundraising, or recruitment/retention.

Getting Involved in the Strategic Planning Process:

Each member of the National council has been charged with
responsibilities for implementing portions of the strategic
plan. There are many opportunities for members to participate
in task forces, commissions and working groups. If you would
be interested in working on Pi Kappa Delta's strategic plan,
please contact any member of the National Council.