ROTARY INTERNATIONAL STRATEGIC PLAN

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ROTARY INTERNATIONAL STRATEGIC PLAN
MOTTO Service Above Self
Mission, Vision, Core Values, Priorities and
Goals
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WHAT IS A STRATEGIC PLAN?

• It is a living management tool that
• Provides long-term direction
• Builds a shared vision
• Sets goals and objectives
• Optimizes use of resources

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WHY IS A PLAN NEEDED?

• Tradition of annual cycles not effective
• Need for greater consistency, continuity
  and efficiency
• Establishes a multi-year coordinated plan

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GENESIS OF THE PLAN

• Gathered information through
• Interviews with 48 senior leaders
• Surveying 23 320 individuals including club
  presidents, district governors, current and
  past directors and staff

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PLAN DEVELOPMENT

• A Strategic Planning Committee met in September
  2006 to
• Review Rotarys history
  
  
  
  strengths, values and culture
• Analyze interview and survey results

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PLAN OVERVIEW

• From that meeting, the Strategic Planning
  Committee developed
• A mission and vision statement
• Seven strategic priorities
• Goals for achieving each priority

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MISSION AND VISION

• 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.
• The vision of Rotary International is to be
  universally recognized for our commitment to
  Service Above Self to advance world
  understanding, goodwill, and peace.

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CULTURE OF ROTARY
Rotarys core values represent the guiding
principles of the organizations
culture, including what guides members
priorities and actions within the organization.
Values are an increasingly important component in
strategic planning because they drive the intent
and direction of the organizations leadership.
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ROTARIAN CORE VALUES
LEADERSHIP
SERVICE
DIVERSITY
ROTARIAN CORE VALUES
FELLOWSHIP
INTEGRITY
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PRIORITIES (2007-10)

• Eradicate polio
• Advance the internal and external recognition and
  Public Image of Rotary
• Increase Rotarys capacity to provide service to
  others
• Expand global membership in numbers and quality
• Emphasize Rotarys unique vocational service
  commitment
• Optimize leadership talents within RI
• Fully implement the strategic planning process to
  ensure continuity

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COL SUPPORT
Legislation was passed by the COL in support -
Adoption of the Strategic Plan - Providing for
a Standing Committee to oversee the process
- Adding support to clubs and districts to
RIs purposes
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WHY WILL THIS PLAN SUCCEED?

• Received input from all levels of Rotary in
  development stage
• Utilized professional guidance
• Implementation plans are joint effort of
  Rotarians and staff
• Has the support of the Board and COL

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STARTING THE LONG-TERM PLANNING PROCESS (Clubs
and Districts)

• Where are we now? The answer will help clubs
  identify their purpose (or mission), as well as
  their strengths, weaknesses, opportunities, and
  threats (competitive advantages and
  disadvantages).
• Where do we want to be? By answering this
  question, clubs can identify their expectations,
  vision, and strategies.
• How do we get there? The answers will address
  the gaps between mission and vision and help the
  club develop specific goals, objectives, tactics,
  and actions to achieve that vision.

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AND THE FUTURE!

• to enable Rotarians to advance world
  understanding, goodwill, and peace through the
  improvement of health, the support of education,
  and the alleviation of poverty