1 2009-10 Rotary Institutes STRATEGIC PLAN ROTARY INTERNATIONAL.
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Transcript of 1 2009-10 Rotary Institutes STRATEGIC PLAN ROTARY INTERNATIONAL.
22009-10 Rotary Institutes
“What Rotary will be one hundred years hence, none living can imagine. There is nothing impossible to Rotary now.”
— Paul Harris, Feb. 1915
32009-10 Rotary Institutes
Rotary’s Strategy…
• Why do we need strategy?• What is the status of current
plan?• Where have we been
successful?• Where are the biggest
challenges?• What have we heard?• What are your thoughts and
ideas?• Is there a need or movement for
change?
42009-10 Rotary Institutes
How do you describe your club today?
Is it• A force for good?• An involved group of Rotarians?• Representative of your diverse
community?• Offering inspiring projects,
programs and meetings?• Too structured or focused on
rules?• Focused on participation or
attendance?• Having enough fun?• Creating the right environment for
newer members?
52009-10 Rotary Institutes
Strategy?
Does your club have a plan or strategy? How attractive is your club to this group?
72009-10 Rotary Institutes
Mission and Vision
Mission…to provide service to others, promote high ethical standards, and advance world understanding, goodwill, and peace through its fellowship of business, professional, and community leaders
Vision…universally recognized for our commitment to Service Above Self to advance world understanding, goodwill, and peace.
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Core Values
Full definitions can be found at www.rotary.org
Diversity
Service Leadership
Integrity
Fellowship
Rotarian
92009-10 Rotary Institutes
Current Endorsed Priorities
• Eradicate polio• Advance recognition and public image of RI• Increase capacity to provide service• Expand membership globally• Emphasize unique vocational service
commitment• Optimize leadership talents within RI• Implement strategic planning process
throughout organization
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Some key challenges to achieving priorities
• Close the polio funding gap• Send consistent, inspirational messages • Create attractive club environment for members• Offer greater flexibility• Commit to relevant vocational service opportunities• Groom younger leadership
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Image and brand recognition
How can Rotary be the first choice for scarce volunteer resources?
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If twenty-four young, future leaders started a service club today, what would it look like?
Strategic Thinking
182009-10 Rotary Institutes
Rotarian Feedback—Some Key Messages
• Focused service opportunities• Action oriented service • Growth in membership• Enhance diversity• Less bureaucracy and increased flexibility• Create fun, respectful environment• Much, much more…
192009-10 Rotary Institutes
Rotarian Feedback—Some Key Messages
• Current plan lacks clarity / measurability• Greater understanding and applicability of
strategic priorities for clubs and districts• Expand involvement and strategic thinking• Adapt to changing times—be dynamic
202009-10 Rotary Institutes
Focus Group Results—Key Messages
What are some perceptions of public? – Limited awareness of Rotary’s purpose– Lack of flexibility in requirements– Mandatory attendance over participation– Limited diversity– Unsure of Rotary’s accomplishments– Significant resources needed to become member
JTO
212009-10 Rotary Institutes
Focus Group Results—Key Messages
What are some perceptions of public?– Exclusive or elitist in parts of the world– Whose ethics is Rotary promoting? Are your ethics
better than mine? – A business networking opportunity vs. an
international network of professional and community leaders
Do we want to change these perceptions? If so, how?
JTO
222009-10 Rotary Institutes
Strategic Thinking
What will it take to attract this group to Rotary membership?
232009-10 Rotary Institutes
RI’s Key Challenges
In summary:• Remaining relevant to expectations of future
generations• Making our “Rotary product” attractive
– Today people join causes not organizations • Continuing to strengthen Rotary’s image • Thinking strategically about RI’s future in 10-15
years• Growing concern or sense of urgency for change
JTO
242009-10 Rotary Institutes
Strategic Direction—For our Future
• What do we envision? • How do we remain
relevant?• What issues must we
address?• Is there a burning
platform?
252009-10 Rotary Institutes
Send your comments and suggestions to [email protected]
STRATEGIC PLANROTARY INTERNATIONAL