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2009-10 Rotary Institutes

ROTARY INTERNATIONAL. STRATEGIC PLAN. 2009-10 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. Rotary’s Strategy…. Why do we need strategy? What is the status of current plan?

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2009-10 Rotary Institutes

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  1. ROTARY INTERNATIONAL STRATEGIC PLAN 2009-10 Rotary Institutes

  2. “What Rotary will be one hundred years hence, none living can imagine. There is nothing impossible to Rotary now.” • — Paul Harris, Feb. 1915

  3. 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?

  4. 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?

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

  6. ROTARY INTERNATIONAL STRATEGIC PLAN Current Plan Successes & Challenges

  7. 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.

  8. Core Values Full definitions can be found at www.rotary.org

  9. 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

  10. Successes—Polio and Public Image

  11. More Successes—Image, PR, and Service Missing Link

  12. 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

  13. Image and brand recognition How can Rotary be the first choice for scarce volunteer resources?

  14. ROTARY INTERNATIONAL STRATEGIC PLAN Recent Feedback & Key Challenges

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

  16. Recent Feedback • Rotarians • DGE’s • RI senior leaders • Non-Rotarians

  17. 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…

  18. 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

  19. Focus Group Results—Key Messages What are some perceptionsof 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

  20. Focus Group Results—Key Messages What are some perceptionsof 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

  21. Strategic Thinking What will it take to attract this group to Rotary membership?

  22. 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

  23. Strategic Direction—For our Future • What do we envision? • How do we remain relevant? • What issues must we address? • Is there a burning platform?

  24. ROTARY INTERNATIONAL STRATEGIC PLAN Send your comments and suggestions to spo@rotary.org

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