RY 2012-2013:

OUR YEAR TOGETHER

SUE STA. MARIADistrict Governor RID 3830

SAKUJI TANAKAPresident, Rotary International

Club President

Why plan?

• Continuity• Focus – Relevance and Impact• Measurable Performance Indicators• Raise our public profile• Increase membership • Energize established clubs

How we see the future…

• RI and clubs are bigger, better, bolder

• Our “Rotary product” is attractive

• Rotary is distinguished from other organizations

• Rotary’s contributions improve quality of life

• Action-oriented service strengthens image

• Changing, dynamic, and relevant

• Greatest civic organization in the world

THINK BIG!

Bigger, Better, Bolder!

Bigger, Better, Bolder!

Bigger, Better, Bolder!

Bigger, Better, Bolder!

Bigger, Better, Bolder!

The Club Strategic Planning Process

W

The PLAN is to determine:

1. Where are we now? - SWOT Analysis

W

1. Where are we now?2. Where do we want to be in 3 years?

The PLAN is to determine:

W

1. Where are we now?2. Where do we want to be in 3 years?3. How do we get there?

Annual Goals

The PLAN is to determine:

W

1. Where are we now?2. Where do we want to be in 3 years?3. How do we get there?4. How are we doing?

The PLAN is to determine:

Four (4) Steps Club Planning Process1. Where are we now?

- SWOT Analysis

2. Where do we want to be? - 5 to 10 things you wanted to happen to your club in 3 years.

3. How do we get there? - Develop strategic priorities- Define annual goals- Determine strategies, timeline, resource and people

needed

4. How are we doing? – Monitor/ Review plan annually

One size doesn’t fit all

• Individual Clubs will have Peculiar Plans

• Clubs will determine their own branding

• Provides flexibility

• Less prescriptive

• Inspires development

• Improves cooperation

• Community focused clubs

Where are we now?

SWOT ANALYSIS

1ST STEP

Assessment Model: S W O T

External Assessment: Environment, LGU’s community, social trends, technology, regulatory laws, economic cycles .

External Assessment: Environment, LGU’s community, social trends, technology, regulatory laws, economic cycles .

Internal Assessment: Clubs’ assets, resources, people, culture, systems, partnerships, suppliers, . . .

Internal Assessment: Clubs’ assets, resources, people, culture, systems, partnerships, suppliers, . . .

• Easy to Understand• Apply at any

organizational level

• Needs to be Analytical and Specific

• Be honest about your weaknesses

Good Points Possible Pitfalls

SWOT SWOT

Strength’s

• Strength’s – Those things that you do well, theStrength’s – Those things that you do well, the clubs’ expertiseclubs’ expertise• Strengths can be tangible: Committed members,Strengths can be tangible: Committed members, efficient district support, very strong partnership, efficient district support, very strong partnership, excellent financial condition excellent financial condition• Strengths can be intangible: Good leadership,Strengths can be intangible: Good leadership, strategic insights, strong club relationship, solidstrategic insights, strong club relationship, solid members reputation, good club vocational mixmembers reputation, good club vocational mix• Often considered “Core Competencies” – Best Often considered “Core Competencies” – Best leverage points for growth without draining yourleverage points for growth without draining your

resourcesresources. . Ex. Medical Expertise Ex. Medical Expertise

Weaknesses

• Weaknesses – Those things that prevent you fromWeaknesses – Those things that prevent you from doing what you really need to dodoing what you really need to do• Since weaknesses are internal, they are withinSince weaknesses are internal, they are within your controlyour control•Weaknesses include: Bad leadership, ageing Weaknesses include: Bad leadership, ageing members, untrained rotarians, insufficient members, untrained rotarians, insufficient resources, poor club leadership plan, lack of resources, poor club leadership plan, lack of inspired members and poor recruitment policy, inspired members and poor recruitment policy, outdated technologies, lack of planning.outdated technologies, lack of planning.

SWOT ANALYSIS• STRENGTH’S

– 1 Diverse Classification– 2 Committed Members– 3 Strong Bonds among

Members– 4 Fun Filled Fellowship– 5 Flagship Projects

(Meals from the Heart, Aetas, Singing Contest, Avoidable Blindness, Pharex )

– 6

• WEAKNESSES– 1 Lack of Funding– 2 Diverse Personalities– 3 Not fully “Rotarized”– 4 Lack of Commitment of

some members– 5 Poor Project

attendance– 6 – 7– 8

Opportunities

• Opportunities – Potential areas for service, Opportunities – Potential areas for service, development, focus and gov’t priorities. i.e. global development, focus and gov’t priorities. i.e. global warming, disaster mgm’t, education, healthwarming, disaster mgm’t, education, health

• External in nature – Community environment, External in nature – Community environment, unhappy residents’ of a community, better unhappy residents’ of a community, better economic conditions, failed to get support from economic conditions, failed to get support from District and RI District and RI

• Timing may be important for capitalizing onTiming may be important for capitalizing on opportunitiesopportunities

Threats

• Threats – Challenges confronting the club,Threats – Challenges confronting the club, external in natureexternal in nature• Threats can take a wide range – uncooperative Threats can take a wide range – uncooperative adopted community, shifts in District Policy, new RI adopted community, shifts in District Policy, new RI regulations, . . . regulations, . . . • May be useful to classify or assign probabilities toMay be useful to classify or assign probabilities to threatsthreats• The more accurate you are in identifying threats, The more accurate you are in identifying threats, the better position you are for dealing with thethe better position you are for dealing with the “ “sudden ripples” of change sudden ripples” of change

SWOT ANALYSIS• OPPORTUNITIES

– 1 Education (Teacher Effectiveness)

– 2 District Grants(Interact e-Library? P25K)

– 3 Leverage Sister Clubs

– 4 Matching Grants(Water Filter Project)

– 5 Litre Of Light

– 6 Legal Consultation Clinic

– 7 Liza/Jean – Financial literacy

– 8

• THREATS– 1 Last Yr for Matching

Grants– 2 Competition for

Funding– 3 Competition for Sister

Clubs– 4– 5– 6– 7– 8

Where do we want to be?

We want to be an effective club compliant to RI’s

Strategic Priorities

2nd STEP

Things you wanted to happen in 3 years

• Support and Strengthen Clubs Required: Adopt a 3-year-strategic plan with

specific long-term and annual goals (RIPC)Membership by March 30, 2013: Clubs below 25 must reach 25 Other clubs, net gain of two (RIPC) At least 40% registration in DISCONContinuity in Club LeadershipMinimum 3 of RI Presidential Citation

Things you wanted to happen in 3 years• Focus and Increase Humanitarian Service

Required: Participate in a sustainable service project in at least one Area of Focus

At least one service project covering all the Avenues of Service

At least one service project in at least one Area of Focus100$ per capita on TRFContinue Sustainable Club Flagship ProjectsMinimum 3 of RI Presidential Citation

Things you wanted to happen in 3 years• Enhance Public Image

Required: Undertake a significant public image campaign using RI’s “Humanity in Motion” or “This close” campaign

Minimum 3 of RI Presidential Citation

How do we get there?

3rd STEP

Where we want to go ‘GOALS/OBJECTIVES’

The bridge...

Strategy

TO GET THERE.. we need STRATEGIES

GAP

Where we are now

How do we get there?

STRATEGY TREE(RID3830-Model)

2010 Rotary Coordinator | 28

STRATEGIC PRIORITIES

STRATEGIES

YEARLY GOALS

Support and Strengthen Clubs

YEAR AnnualGoals

Strategy Timeline Resource RotarianResponsible

1st1.Meetings2.Membership3.Fund Raising4.Fellowship

2nd

1.2.3.4.

3rd

1.2.3.4.

Increase Humanitarian Service

YEAR AnnualGoals

Strategy Timeline Resource RotarianResponsible

1st1.Vocational2.Community3.International4.NewGen5.TRF

2nd

1.2.3.4.

3rd

1.2.3.4.

Enhance Public Image

YEAR AnnualGoals

Strategy Timeline Resource RotarianResponsible

1st1.4 Way Test2.Polio Plus3.Service Proj.4.Core Values

2nd

1.2.3.4.

3rd

1.2.3.4.

How are we doing?

4th STEP

How are we doing?•Create a strategic planning team to regularly monitor progress and recommend revisions to the plan, if needed.

•Allocate sufficient resources for the plan’s implementation.

•Continually evaluate all decisions to make sure they support the plan, providing feedback to the strategic planning team on their implementation.

•Review your strategic plan annually with all club members, including the vision statement, strategic priorities, and annual goals, and revise it as needed.

Four (4) Steps Club Planning Process1. Where are we now?

- SWOT Analysis

2. Where do we want to be? - 5 to 10 things you wanted to happen to your club in 3 years.

3. How do we get there? - Develop strategic priorities- Define annual goals- Determine strategies, timeline, resource and people

needed

4. How are we doing? – Monitor/ Review plan annually

Strategic Planning Committee Guidelines

• The Planning should be participated by at least 30% of the club members

• The President, President-Elect (PE), and the President-Nomineee (PN) are the major participant of the strategic planning process.

• The desired output is a three (3) year Club Strategic Plan.

• The 3 year plan should be approved by the Club Board and adopted by the club leadership

Suggested Sequence/ Program• 15 Minutes - Amenities

• 15 Minutes - Overview

• 2 Hours - Team Building/Bonding

• 1 hr. 30 min - Step 1 – SWOT

• 1 Hour - Lunch

• 1 Hour - Step 2 – Destination

• 2 Hours - Step 3 – Strategies

• 30 Minutes - Step 4 – Monitoring

• 30 Minutes - Wrap-Up/Summary

2010 Rotary Coordinator | 37

Cluster ___

IPP’s

PP’s

PE

PN

What’s next?

“Vision without action is a daydream. Action without vision is a nightmare.”

— Japanese Proverb

Thank You

SWOT / TOWS Matrix

  StrengthsWeaknesse

s

Opportunities

S-O strategies

W-O strategies

ThreatsS-T strategies

W-T strategies

SWOT / TOWS Matrix

• S-O strategies pursue opportunities that are a good fit to the clubs strengths.

• W-O strategies overcome weaknesses to pursue opportunities.

• S-T strategies identify ways that the club can use its strengths to reduce its vulnerability to external threats.

• W-T strategies establish a defensive plan to prevent the organization's weaknesses from making it highly susceptible to external threats.