1. 2014 ROTARY INTERNATIONAL CONVENTION Preparing Your Club for the Future: Club Assessment & Club Visioning Moderator Steve Wilcox

2. 2014 ROTARY INTERNATIONAL CONVENTION Strategic Plan Joe Brownlee

3. ROTARY’S STRATEGIC PLAN

5. ROTARY GRANTS

6. JOINING LEADERS EXCHANGING IDEAS TAKING ACTION

7. WEBSITE

8. SOCIAL BUSINESS STRATEGY/SHOWCASE

9. ROTARY CLUB CENTRAL

10. BRAND CENTER

11. REGIONAL MEMBERSHIP PLANS

12. RI PLANNING RESOURCES FOR CLUBS AND DISTRICTS Rotary Club Central Strategic Planning Guide Be A Vibrant Club: Your Club Leadership Plan Rotary Coordinators District Planning Guide www.rotary.org/strategicplan

13. RI STRATEGIC PLAN SURVEY Baseline data for priorities, interests, concerns Confirm relevance of plan and elements Track trends and ideas March 2014 survey sent to 67,000 Rotarians – Response rate of 15% (10,334 responses) – Received responses from over 150 countries

14. The Top Three Strategic IssuesTodayIn Ten Years Membership recruitment and retention 68% Membership diversity (age, gender, etc.) 32% 29% Innovation, modernization, flexibility and/or simplification of processes and rules 29% 32% Public awareness of Rotary 27% 21% Maintaining and promoting core values 21% 27% Developing leaders 21% Polio eradication 21% 6% Programs for youth and young leaders 17% 21% Collaborating and connecting within Rotary 11% 8% Rotary's public relations activities 10% 8% Collaborating and connecting with other organizations 8% 11% Fundraising 8% Financial sustainability 8% 17% Areas of focus 6% 10% Strategic planning 6% Club public relations activities 5% Other 3% TOP STRATEGIC ISSUES The Top Three Strategic IssuesTodayIn Ten Years Membership recruitment and retention 68% Membership diversity (age, gender, etc.) 32%29% Innovation, modernization, flexibility and/or simplification of processes and rules 29%32%

15. STRENGTHENING CLUBS Question Strongly Agree Agree Somewhat Agree Somewhat Disagree Disagree Strongly Disagree Don't Know / Undecided I have the opportunities I want to connect and collaborate with other Rotarians -- across clubs and districts 16%43%26%8%4%1% My club does a great job involving new members in our club's activities, projects, and programs 15%34%30%13%6%2%0% Rotary provides members sufficient opportunities for professional networking 12%37%30%12%6%2% My club involves each member in activities according to the member's interests, skills, and availability 13%33%30%14%6%2%1%

16. CLUB & DISTRICT STRATEGIC PLANNING QuestionYear YesNoDon’t Know Does your club have a strategic plan? 2014 45%34%21% 2012 41%33%27% 2009 44%50%7% QuestionYesNoDon’t Know Use resources on rotary.org for planning? 56%20%24% Does your club create annual and long-term goals using Rotary Club Central? 39%29%32% Does your club monitor club goals in Rotary Club Central? 34%31%35% Those that answered “yes” were asked the following:

17. CLUB & DISTRICT STRATEGIC PLANNING Level of Importance Year Very Important Important Somewhat Important Somewhat Unimportant Not Important Importance of district having a strategic plan 2014 48%38%11%2%1% 2012 42% 14%2%0% Importance of club having a strategic plan 2014 47%35%14%3%1% 2012 43%39%15%3%0% Members in clubs with strategic plans are more satisfied and have a more positive view of their club and Rotary as a whole: Does club have a strategic plan? 2014 average “Strongly Agree / Agree” on questions about members’ experience in club and with Rotary  Yes, club has strategic plan 63% +16 No, club does not have strategic plan 47%

18. AREAS OF STRENGTH Consistency of views on priorities and goals Rotarians recommend our organization Support new grant model and sustainability Pride about campaign to end polio Importance of multi-year planning Importance of strengthening Rotary’s image

19. AREAS OF OPPORTUNITY Worries regarding the decline in membership Continuing concerns about public image and awareness Perception of insufficient diversity Lack of awareness of new online tools Frustration with “old-fashioned” processes Slow pace of change Emerging concerns regarding financial sustainability

20. HOW DOES ROTARY DEFINE SUCCESS IN THE FUTURE? Stronger, more effective clubs Greater impact Greater visibility and influence Increased financial sustainability and operational effectiveness

21. TRANSFORMATIONAL IDEAS Transforming our product Relevant to today’s market and societal needs Questioning the status quo Identifying new growth opportunities for Rotary’s future How can we prosper over the next 100 years?

22. 2014 ROTARY INTERNATIONAL CONVENTION Club Assessment Mark Kriebel

23. Yogi Berra American Baseball Player

24. “The future ain’t what it used to be.”

25. “You can observe a lot by just watching.”

30. Rotary Vision Questionnaire

31. Membership Club Projects Vocational Projects Administration and Operations International The Rotary Foundation (NOT a Club Foundation) Fundraising and Gifting Long Range Planning/Leadership Development Communication and Club Public Relations Club Administration and Operations

32. Club Assessment Tools https://www.rotary.org/myrotary/en/document/618

33. Membership Section of the Planning Guide for Effective Rotary Clubs Classification Survey Membership Diversity Assessment 25-Minute Membership Survey Retention Model Termination Profile Membership Satisfaction Questionnaire Resigning Member Questionnaire

34. Or develop and use something appropriate for your Club…. But…. DO SOMETHING to assess where your Club is Now!!

36. “If you don’t know where you are going, you might wind up someplace else.”

37. 2014 ROTARY INTERNATIONAL CONVENTION Club Planning Steve Wilcox

38. Go to the people. Live among the people Learn from them. Start with what they know Build on what they have. But of the best leaders, When their task is accomplished Their work is done, The people will say… We have done it ourselves CHINESE POEM

39. YOU ARE AGENTS OF CHANGE TAKE ACTION, CHANGE LIVES

40. WHY IS A PLAN NEEDED? Tradition of annual cycles has not been effective Establishes a multi-year coordinated plan Need for greater continuity, consistency, and consensus

41. It is a living management tool that: – Defines a shared commitment – Provides long-term direction – Creates a framework to establish goals and objectives – Optimizes use of resources WHAT IS A CLUB VISION?

42. Pulling in the same direction with a common destination in mind…

43. Consensus 2014 2016 2015 Success VISION Annual plans, projects, programs CONTINUITY AND CONSISTENCY

44. Club Leadership Plan Develop a long-range plan Set Annual Goals TAKE YOUR CLUB TO THE NEXT LEVEL

45. Sustain and increase membership Implement successful service projects Support The Rotary Foundation Develop leaders beyond the club level EFFECTIVE CLUBS ARE ABLE TO… District Gov Insert your picture here

46. Purpose: To strengthen Rotary at the club level by providing the administrative framework of an effective club. 46 CLUB LEADERSHIP PLAN

47. VISION TO PLAN PROCESS Actions and Programs Long-Range Plan Vision

48. Who Are You? Where Are You? Where Do You Want To Be? How Will You Get There? How Will You Know When You Have Arrived? THE BASIC PLANNING QUESTIONS

49. ROTARY HAPPENS AT THE CLUB

50. STRATEGIC THINKING

51. Understand the Passions of fellow members/club Define Focus Renewed Energy/dynamic New Ideas Hear the voices of new and quiet members Come up with a PLAN for our club Engage members who may not be involved Create EXCITEMENT Think BIG into the future TOP BENEFITS AS DESCRIBED BY PARTICIPANTS

52. “What the visioning did for us in terms of membership is that we planned a couple of events specifically around finding new members. At this point, we have the 1 new member and at least 2 more will come on shortly.” VISIONING-IMPACT ON MEMBERSHIP

53. “Has increased membership by 3 new members since the first of the year, we are hoping for at least 2 more” “Our club membership has not grown simply because people have moved out of the area. However, we do have 2 new members one of which I will attribute to the Club Visioning exercise” “Yes, it’s increased by 10-15 members” VISIONING-IMPACT ON MEMBERSHIP

54. CLUB LEADERSHIP PLAN WORKSHEET STRATEGIC PLAN | MY ROTARY BE A VIBRANT CLUB OUR CLUB LEADERSHIP PLAN – Available by region BE A VIBRANT CLUB: YOUR CLUB LEADERSHIP PLAN TOOLS ON ROTARY.ORG

55. “Rotary is not an organization for retrospection. It is rather one whose worth and purpose lie in future activity rather than past performance.” Paul Harris, Founder of Rotary International 1914

56. ROTARY TOOLS AND RESOURCES RESOURCES Strategic Planning Guide Be A Vibrant Club: Your Club Leadership Plan Rotary Coordinators District Planning Guide www.rotary.org/strategicplan TOOLS Rotary Club Central Showcase Ideas Platform My Rotary Learn Brand Center

57. QUESTIONS