1. Rotary International District 7020
April 2011
Part 2 of 2
Our district is mandated to accept RI’s strategic plan but we are encouraged to develop our own in line with RI and with a view to reflect the makeup and cultural diversity of our great district. This presentation is intended to give you a brief update on the RI District 7020 Strategic Plan and also ask for your help in promoting the benefits of planning to your clubs within the district. In addition, we will highlight some key resources you can use to help your club conduct long-range planning and align your efforts with applicable components of the RI District 7020 Strategic Plan.
D7020 Strategic Plan Update April 2011

2. Bigger, Better, Bolder Change in mindset Empower Innovate Reinvent
Take action
Well-known
Successful
We’ve all heard President Klinginsmith focus on bigger, better, and bolder clubs. This represents a change in attitude rather than in structure
When you make a club better, you often will find that it grows bigger and does bolder things. Rotarians are looking for change and opportunities to reinvent the club while preserving our core values We all need to question the status quo to make our clubs more attractive – a product we can take pride in.
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Our public image must be a priority. We need to promote the great work we do and tell our story better. We need to link our PR efforts to realize our brand promise so that others aware of what we are all about.
We need to assist clubs in promoting our values, our action-oriented service efforts, and our valuable network of local and international business and community leaders.
To be effective, RI focused its support of clubs and our district in key areas of humanitarian service in our local and international neighborhoods. This local focus with global reach will result in a more significant impact
Job #1 for all of us here—Help our clubs succeed!
D7020 Strategic Plan Update April 2011

3. Expand Our Reach Friends of New Generations New Generation Members
Rotary Partners
Friends of Rotary Partners
Friends of Friends of Rotarians
Friends of Rotarians
Alumni
Friends of Alumni
The Rotary network provides a powerful vehicle for reaching large numbers of people through their connections. Adding the recent movement of social media and networking, we can draw friends of Rotarians to Rotary and expand our reach.
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Can you imagine a much more prominent brand image resulting in exponential increases in awareness, membership, and donor base?
Are we taking advantage of this opportunity at every level to promote Rotary, increase the awareness of our efforts, increase our public image as an action-oriented organization, and in the long run attract new friends and members?
D7020 Strategic Plan Update April 2011

4. Commitment to Excellence
Help us!
Commitment to Excellence
Innovate
Be open-minded
Lead the change
Communicate
the rationale
Collaborate
with all
Confucius offered this advice “Tell me and I’ll forget. Show me and I’ll remember. Involve me and I’ll understand.”
Our job is to help clubs succeed. We are all committed to excellence in Rotary. As Rotary leaders – past, current and future – each of us has an important role to play in realizing the vision. We can promote innovation with an open-mind and lead change where many may not feel the need to shift our thinking. So communicating the rationale behind the plan is critically important. It takes a collaborative approach and a lot of time and commitment to make change happen in any organization—and Rotary is no different.
Your involvement and willingness to communicate these ideas is one key part to successfully fulfilling our priorities.
D7020 Strategic Plan Update April 2011

5. Why a long-term plan locally?
Participation and inclusion
Motivation and focus
Continuity and collaboration
Inspires and develops
Prepares for the bright future of Rotary
Stressing the benefits of planning is critical to helping our clubs grow stronger. We should actively promote its value and advantages for clubs.
The advantages of long term planning are:
Fosters participation and inclusion
Motivates club leaders and members with a focused eye towards the future
Creates collaboration and continuity across leadership years
Supports collaboration between clubs and district
Examines the possibilities and shapes the future realistically, considering the unique capabilities of the individual club or district.
Our job as Rotary leaders is to motivate each club and use planning to identify what it does best and improve in those areas that are crtical to their success in the communities they serve
We want the clubs to see us as relevant partners and resources.
Simply, long term planning at the club level is about ensuring the future of Rotary.
D7020 Strategic Plan Update April 2011

6. Making it happen locally
Workshops to create framework
Visioning exercise
Planning exercise
Discuss club governance structure
Create continuity with planning committee
Who provides strategic direction and support to Club Presidents?
So, how can we all help create a longer-term perspective in our Clubs?
Clubs and District leadership should work together to create a framework that emphasizes continuity and consistency. Visioning and planning exercises are important, but must be kept simple in our volunteer environment—otherwise, they become too cumbersome.
We can help our Clubs and their Presidents by providing a resource for strategic direction and support. The daily club operations can be tiresome. Where does the strategic, visionary function reside in our current club governance structure? We should look at ways to provide that support to our Club Leaders.
D7020 Strategic Plan Update April 2011

7. Club’s Process? Set Vision Mission/Purpose Values
Identify expectations
Monitor and
evaluate
So, here’s a general process to take home to our clubs to help them initiate the planning process. Remember, the planning process must be
Simple and short
Focused
Identify the key strategies that will keep members interested, attract the interest of prospective members, and create excitement in the community.
<<SPEAKER can highlight the general process outlined on the slide or use below>>
Set a vision—make it challenging but not unreachable
Survey your members on what is important and understand your community’s needs and expectations of a civic/service organization
Start identifying the club’s top strengths and challenges—both internally and externally.
Set tangible and focused strategic priorities for the upcoming 3-5 years—knowing the club can’t do everything
Start getting into the details by identifying specific actions and tactics you want to accomplish annually over the 3-5 year period
It is critical to identify owners— Club members who can make these things happen—and allocate club resources to these.
Finally, make it meaningful by monitoring the progress—either through Club board, club committees and assemblies, or other avenues that have worked.
Then, it starts all over again with annual reviews and refinements until you’ve succeeded or changed your vision
Assign ownership and resources to implement
Identify club’s strengths and challenges
Identify tactics and actions
Set strategic priorities
D7020 Strategic Plan Update April 2011

8. Example—Planning Output
Promote membership diversity consistent with our community demographics
GOALS 1.
TACTICS / ACTIONS
OWNERS
75% - 25% male-female gender composition by 2013
Avg. club members’ age reduced by 5 years by 2013
Club membership represents community demographics
MEASURES / TARGETS
RESOURCES
Here’s just an example of what an output could look like in a club planning process—this one just focused on membership diversity in the club.
What is most important here is not the identification of all these attributes. It is easy to establish goals with tangible measures and targets to monitor defined tactical plans. The hard part is getting the resources and owners to see that the plan and associated actions get accomplished.
This tool could be a good resource for clubs. It is simple and focused.
Sample only
D7020 Strategic Plan Update April 2011

9. RI Tools You Can Use Strategic Planning Guide Club Leadership Plan
Planning Guide for Effective Clubs
District Planning Guide
RI offers many other tools specifically designed to help clubs plan
The Strategic Planning guide provides a general framework for strategic planning in any environment. It helps with definition of mission and vision, goal setting, and is adaptable for clubs or individuals
The Club Leadership Plan is comprehensive, flexible and supports the individual planning needs of clubs around the world. Those that use the Club Leadership Plan have reported that the CLP contributes to their club’s effectiveness. Encouraging clubs to adopt the Club Leadership Plan will result in more effective clubs and a stronger organization worldwide.
The Planning Guide for Effective Clubs is a tool to help clubs assess their current state and establish goals for a given year. It supplements the Club Leadership Plan. We must continue to evaluate our plans, provide feedback and re-plan.
The District Planning Guide helps our district draw a picture of where it is and where it wants to go. It is a useful guide for our DGE and DGN.
D7020 Strategic Plan Update April 2011

10. Progress and Next Steps
Continuous communication and promotion
Revised committee structure for
Rotary Coordinator program
Reconstituted Strategic Planning Committee
Measures identified for “scorecard”
Collaboration to identify tangible actions
Let me close with a couple of slides on the RI’s progress and next steps.
The Board of RI is actively involved in making substantive changes to focus its attention on strategic priorities and goals.
Communication of the revised plan is broad, targeted and comprehensive to both internal and external audiences
The committee structure approved for this Rotary year aligns and focuses committee work with the strategic priorities
Promoting the strategic priorities and planning underpins the Rotary Coordinator program
The recent RI Council enacted a change in the composition of the Strategic Planning Committee.
The revised plan includes measurable goals to help us realize our priorities. The Board of RI is committed to monitoring progress using a scorecard approach
RI is built on its accomplished, skilled and expert volunteers supported by a resourceful staff. Collaborating teams are developing targets and action plans to realize the organization’s priorities.
D7020 Strategic Plan Update April 2011

11. Organizational Scorecard
I previously mentioned use of a “scorecard” for the Board to monitor progress on our goals.
The scorecard is a tool taken from the commercial world that’s proven to be an effective way to track achievement.
Our “Scorecard” will
Identify what we monitor as critical to our success
Track movement and attainment of goals over time.
Provide a standard to evaluate and communicate actual results.
The scorecard approach supports the continuous, dynamic, responsive planning that the 21st century demands and what Rotary needs.
D7020 Strategic Plan Update April 2011

12. RI District 7020 Strategic Plan
“We must never permit ourselves to become a super-exclusive,
hide-bound little body…”
Paul Harris,
1918 RI Convention
In 1918, Paul Harris stated, “We must never permit ourselves to become a super-exclusive, hide-bound little body…”
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As Rotarians, we need your help to shape Rotary’s future. With your knowledge and experience, we ask you to act as ambassadors for Rotary, promoting and engaging clubs understand that they have a significant role in contributing to its future.
Rotary is at a crossroads.  <<click>> We must learn from our many years of experience and passionately lead our organization in meeting the needs of our current and future members.
The revised RI Strategic Plan is a framework that emphasizes Rotary International’s core purpose – to support the clubs and pursue the programs and activities that promote the Object of Rotary. 
By empowering club innovation while preserving our core values, the magic that is Rotary today will continue for many generations to come.
D7020 Strategic Plan Update April 2011 12

13. THANK YOU DGN VANCE LEWIS
If you have any questions or feedback, please share it with us.
This presentation will be available on the web site along with many other resources and tools.
Thank you for your time.
D7020 Strategic Plan Update April 2011