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Features

• Develop Leaders
3.C.2. Empower members to take leadership roles
3.C.3. Provide networking opportunities for leaders and emerging leaders
• Build Resources
4.A.1. Identify and address barriers within the Society’s culture
4.A.2. Identify and minimize barriers within the Society’ structure
Each international committee, international elected position, international
task force or committee, headquarters staff, and administrative board position
has been assigned the Focus Objectives and other objectives to plan their
work for the next 2 years. These other objectives are specific to the work of
the committee. In turn, each committee, administrative board member, and
headquarters staff will develop SMART Goals to achieve their objectives.

Accountability and Impact

The DKG Strategic Plan provides for continuous review and updates,
with scheduled reporting of SMART goals and progress on those goals
to the 2022–2024 International Administrative Board in November and/
or May of each year. Accountability for reaching goals rests with the
administrative board, committees, and personnel at the international level
of the Society. Collaboration and communication regarding common
Strategic Plan objectives will be strongly encouraged. This may occur in
face-to-face meetings, DKG community groups, and virtual situations—
with an expectation of sharing with members throughout the Society. State
organizations and chapters are encouraged to develop their own strategic
plans, attending to both local context and their role within the Society.
With commitment to the DKG Strategic Plan 2015–2025, assigned
objectives and Focus Objectives will provide members with opportunities for
meaningful dialogue about the needs, values, and priorities of all members.
Are these evident in a committee’s SMART goals? When state organization
and chapter leaders look at the Society’s Strategic Plan, will they see a
relevance or connection to their own work, passions, and projects? Will they
engage in a deeper, more meaningful conversation about the correlation
between the Focus Objectives, committee work, and member needs?
This is the perfect time to examine the impact of work at any level
regarding vitality, relevance, and sustainability for the future of a chapter,
state organization, and, of course, DKG Society International. Visibility
and transparency are clear and focus everyone on continuous improvement
with understanding of common goals and objectives. Internal summaries,
completed on an annual basis, will note accomplishments related to the
initiatives and objectives behind each goal. The latest review and revision
date will be noted on the updated plan and posted on the Society website.
The Strategic Plan is a live, fluid, transparent, and meaningful document
that begins with the end in mind for our Society work with broad focus
areas, initiatives, and objectives. How we get to that end will be defined in
the SMART goals along with progress-monitoring of the goals and reporting
to the Board. Society vitality, relevance, and sustainability are key to the
survival and ultimate growth of our organization.

8 · Volume 89-2