Greg Yank, District 6510 Club Visioning Chair€¦ · 04-12-2014 · Greg Yank, District 6510 Club...
Transcript of Greg Yank, District 6510 Club Visioning Chair€¦ · 04-12-2014 · Greg Yank, District 6510 Club...
Presented by
Greg Yank, District 6510 Club Visioning Chair
Tom Ripperda, Co-Chair
Zone 30-31 Webinar
December 4, 2014
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“Rotary is not an organization
for retrospection. It is
rather one whose worth and
purpose lie in future activity
rather than past
performance.”
~ Paul Harris, Founder of Rotary International
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“If you don’t know where you are
going, chances are you will end up
someplace else.” ~Yogi Berra
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Over 67,000 Rotarians were
asked to participate
15% responded
Response is statistically valid
Results accurately reflect
Rotarian:
Geography
Age
Gender
Roles
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Importance of district having a strategic plan
Importance of club having a strategic plan
Importance of Rotary International having a strategic
plan
97%
96%
97%
3%
4%
3%
Very important/Important/Somewhat important Somewhat unimportant/Not important
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Stronger, more effective clubs
Greater impact
Greater visibility and influence
Increased financial sustainability and
operational effectiveness
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Tradition of annual cycles has not been effective
Establishes a multi-year coordinated plan
Need for greater continuity, consistency, and
consensus
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Who are you?
Where are you?
Where do you want to be?
How will you get there?
How will you know when you have
arrived?
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It is a living management tool that:
Defines a shared commitment
Provides long-term direction
Creates a framework to establish goals and
objectives
Optimizes use of resources
Pulling in the
same direction
with a
common
destination in
mind …
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Sustain and increase membership
Implement successful service projects
Support the Rotary Foundation
Develop leaders in the club and beyond
Develop a long-range plan which provides for:
Continuity Consistency
Consensus Communication
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The first step to developing a strategic plan for clubs
Club leadership must agree to the process
Takes about four hours
Facilitated by a district visioning team
Who should attend: Maximum of 30 club members
6 of the newest members, 6 of the most experienced, active members,
and some crumudgeons/complainers
+Board of directors, the president, president-elect and the vice president
+Assistant Governor
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Club leadership must agree to the process
Club leaders must attend the visioning session
Club leaders choose the attendees
Complete the RVQ
Select location, provide food & required materials
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Understand the passions of fellow members/club
Renewed energy/dynamic
Define focus
New ideas
Hear the voices of new and quiet members
Come up with a PLAN for our club
Engage members who may not be involved
Create EXCITEMENT
Think BIG into the future
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O’Fallon’s premier Service Club – working
together, having fun, positively changing
our community and the world.
~Rotary Club of O’Fallon, IL
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1. RVQ -
Rotary Vision
Questionnaire
2. Rotary Club
Visioning Event
3. Club creates formal
drafts of vision, mission
and/or purpose
statement
4. Club
Assembly Event
5. Club Builds out
a Long Range
Plan Document
(Strategic
Inititatives)
6. Club builds out
Annual Goals and
Objectives document
(Action Planning)
7. Club identifies measurements
and milestone expectations for
annual goals and objectives
(Part of the Action Plan)
8. Club reviews and
monitors progress
(Implementation Phase)
on a consistent timeline
“Has increased membership by 3 new members, we are
hoping for 2 more” Club Membership Chair, U.S.A.
“We’ve not grown simply because people have moved
out of the area. We do have 2 new members one of
which I will attribute to the Club Visioning exercise” Club President with 23 Members, United Kingdom
“Yes, it’s increased by 10-15 members” Club President with 55 members, Australia
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www.rivisionfacilitation.org
www.rizones30-31.org Strengthen Our Clubs >> Strategic Planning and Visioning