1 2009-10 rotary institutes strategic plan rotary international

12009-10 Rotary Institutes


STRATEGIC PLANROTARY INTERNATIONAL


“What Rotary will be one hundred years hence, none living can imagine. There is nothing impossible to Rotary now.”

— Paul Harris, Feb. 1915


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?


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?


Strategy?

Does your club have a plan or strategy? How attractive is your club to this group?


Current PlanSuccesses & Challenges



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.


Core Values

Full definitions can be found at www.rotary.org

Diversity

Service Leadership

Integrity

Fellowship

Rotarian


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


Successes—Polio and Public Image


More Successes—Image, PR, and Service

Missing Link


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


Image and brand recognition

How can Rotary be the first choice for scarce volunteer resources?


Recent Feedback & Key Challenges



If twenty-four young, future leaders started a service club today, what would it look like?

Strategic Thinking


Recent Feedback

• Rotarians • DGE’s• RI senior leaders• Non-Rotarians


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…


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


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


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


Strategic Thinking

What will it take to attract this group to Rotary membership?


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


Strategic Direction—For our Future

• What do we envision? • How do we remain

relevant?• What issues must we

address?• Is there a burning

platform?


Send your comments and suggestions to [email protected]


1 2009-10 rotary institutes strategic plan rotary international

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