Shaping the Future of Rotary International 2007-2010

1. Shaping the Future of Rotary International 2007-2010 Lilleström Rotary Institute ÖRSÇELİK BALKAN Director, RI 29 September, 2007

2. HEARTFELT THANKS

4. VISION TO FUTURE • Brief History and Bylaws’ Requirements • June 2007 Board Actions for 2007-2010 Plan • Endorsed Mission, Vision, Motto, Core Values, and Priorities • Benefits of Realizing our Plan • Next Steps & Process • Impacts on Clubs/Districts

5. What is Strategic Planning? • A continuous corporate planning process, • to position the entity in most effective condition • witch respect to continuous changes • that occur in the organization, and • in its environment

6. Why Do a Strategic Plan? • Emphasizes long-term planning • Creates a more dynamic organization • Provides tools for improvement • Establishes vision for the future of Rotary International • Failing to plan means planning to fail

7. History of RI Strategic Planning • 2004-06 Actions • Volunteer/staff action teams developed • Implemented plans to achieve goals • 2007 • Aligning strategic plan and future vision plan • Hired Strategic Planning Manager • COL mandated various changes/endorsed FV Plan • Board adopted updated plan • RY 2003 • Embarked on strategic planning initiative • Membership widely surveyed • Board adopted the proposed plan and goals • 2004 COL • Endorsed strategic plan • Approved standing committee to oversee process

8. June 2007 Board Action • Reviewed new plan elements • Adopted motto, mission, vision, core values, priorities, and goals • Agreed to distribute approved components to Rotary world • Requested presentation to Rotary Institutes • Requested a comprehensive communication plan by October 2007

9. WHY Core Values? • Organizational culture comprises the attitudes, experiences, beliefs and values • Values are the heart of the organizational culture • Shared by all • Performance and strategy must align with organizational culture • Aligns with Four-Way Test and Object of Rotary

10. Approved Core Values Service Fellowship Diversity Integrity Leadership

11. Mission Statement The mission of Rotary International, a worldwide association of Rotary clubs, is 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

12. Vision Statement The vision of Rotary International is to be universally recognized for its commitment to Service Above Self to advance world understanding, goodwill, and peace.

13. Motto Service Above Self

14. Priority 1 ERADICATE POLIO

15. Priority 1 – Goal A Support the Plans and Goals of the International PolioPlus Committee

16. Priority 1 – Goal B Maintain and Promote Rotarian Participation in PolioPlus Partners

17. Priority 1 – Goal C Continue to Focus our Collaborative Relationships on the Final Goal of Polio Eradication, until Certification of Global Eradication of Polio is Received

18. Priority 2 ADVANCE THE INTERNAL AND EXTERNAL RECOGNITION AND PUBLIC IMAGE OF ROTARY INTERNATIONAL

19. Priority 2 – Goal A Conduct Internal and External Public Information Campaigns to Deepen Global Awareness about RI and its Programs

20. Priority 2 – Goal B Engage Leadership at all Levels in Telling the World about Rotary Commitmentsand Outcomes

21. Priority 3 INCREASE ROTARY’S CAPACITY TO PROVIDE SERVICE TO OTHERS

22. Priority 3 – Goal A Emphasize the four Avenues of Service as a Way to Expand Service opportunities

23. Priority 3 – Goal B Provide Special Emphasis on Supporting the Improvement of Clubs which Need Assistance

24. Priority 3 – Goal C Refine the Current Training to Include Innovative Ideas

25. Priority 3 – Goal D Expand Strategic Cooperative Relationships at all levels to Enhance RI’s Mission in a way that Protects the Integrity of Rotary International

26. Priority 3 – Goal E Improve the Efficiency and Effectiveness of Rotary International in all Operational Areas

27. Priority 4 EXPAND MEMBERSHIP GLOBALLY BOTH IN NUMBERS AND QUALITY

28. Priority 4 – Goal A Develop and Implement a Comprehensive Plan to Strengthen Responsibility at the Club Level for Membership Development and Retention Based on Best Practices

29. Priority 4 – Goal B Extend Rotary to All Qualified Localities

30. Priority 4 – Goal C Increase the Number of Young Members and those in Emerging Occupations

31. Priority 4 – Goal D Enhance and Emphasize the Family of Rotary throughout the Rotary World

32. Priority 5 EMPHASIZE ROTARY’S UNIQUE VOCATIONAL SERVICE COMMITMENT

33. Priority 5 – Goal A Influence Ethical Decision Making by Encouraging Rotarians to Join and Take Leadership Roles in Business and Vocational Associations

34. Priority 5 – Goal B Find New Ways to Develop Vocational Skills of Others, Especially People without Jobs by Fully Utilizing Rotarian Expertise and Experience

35. Priority 5 – Goal C Develop more Vocational Forums for Learning and Information Exchange to Encourage Professional Development

36. Priority 6 OPTIMIZE THE UTILIZATION AND DEVELOPMENT OF LEADERSHIP

37. Priority 6 – Goal A Expand Leadership Development Opportunities at all Levels to Fully Utilize Talents and Skills of Rotarians

38. Priority 6 – Goal B Cultivate Leadership Opportunities for Young People in RI and TRF

39. Priority 6 – Goal C Periodically Assess Governance Procedures to Assure Best Practices

40. Priority 7 FULLY IMPLEMENT THE STRATEGIC PLANNING PROCESS TO ENSURE CONTINUITY AND CONSISTENCY THROUGHOUT THE ORGANIZATION

41. Priority 7 – Goal A Evaluate and Update the Strategic Plan Every Three Years to Allign with Rotarian Needs and Expectations

42. Priority 7 – Goal B Ensure The Rotary Foundation Future Vision and the Secretariat Operating Plan Align with the RI Strategic Plan

43. Priority 7 – Goal C Disseminate the RI Strategic Plan throughout the Organization, Including Districts and Clubs, and Provide Opportunities for Input from the Membership

44. Priority 7 – Goal D Develop and Implement a Strategic Planning Process for Rotary Clubs and Districts

45. Summary of Process • Three-year review cycle • Review Priorities and Goals • Refine mission and vision (if necessary) • May—SPC counsels Pres. Elect/Nominee • October—Board establish annual goal plan • Every Meeting—Board monitors progress • RI SPC—Meets 1-2 times per year

46. Next Steps (Aug – Oct 2007) • Create/review high-level action plans • Adopt mechanisms for Board monitoring • Adopt communication and transition plans • Adopt strategic planning process philosophy • Promote strategic planning models for clubs and districts • Coordinate with TRF Future Vision Plan

47. Impacts on Clubs and Districts • Provides guidance on global strategic priorities • Does not mandate—only a tool for planning locally • Future RI assistance with planning models, tools, and guidelines • Consistency and continuity in Rotary

48. Food for Thought • Is your club or district involved in strategic planning? • Is it or would it be beneficial? • What are some of the key issues that Rotary should be addressing in the next three years? • Is the RI strategic plan bringing more continuity at the international level? • Is this evident?

49. Long-term Success of RotaryDynamicForward ThinkingOrganization Focused on Improvement as

50. Thank You ÖRSÇELİK BALKAN Director, RI Lilleström Rotary Institute 29 September,2007