ROTARY STRATEGIC PLAN UPDATE TITLE Rotary Institutes 2014

ROTARY’S STRATEGIC PLAN

OUR VALUES Rotary’s strategic plan was built using feedback from Rotarians and key findings from external research. The three priorities illustrated here are interrelated, and each is supported by a series of goals. In just a minute, I will summarize some of the major activities and initiatives that have been undertaken to implement the strategic plan. And the annual Rotary Strategic Plan progress report contains further details.

OUR STRATEGIC PRIORITIES Support and strengthen clubs Foster club innovation and flexibility Encourage clubs to participate in a variety of service activities Promote membership diversity Improve member recruitment and retention Develop leaders Start new clubs Encourage strategic planning at club and district levels

OUR STRATEGIC PRIORITIES Focus and increase humanitarian service Eradicate polio Increase sustainable service focused on programs and activities that support youth and young leaders and Rotary’s six areas of focus Increase collaboration and connection with other organizations Create significant projects both locally and internationally

OUR STRATEGIC PRIORITIES Enhance public image and awareness Unify image and brand awareness Publicize action-oriented service Promote core values Emphasize vocational service Encourage clubs to promote their networking opportunities and signature activities

HOW DOES ROTARY DEFINE SUCCESS IN THE FUTURE? Stronger, more effective clubs Greater visibility and influence Greater impact We are working diligently to build a framework for defining Rotary’s future success in four key categories: What can we accomplish when we have stronger, more engaged and effective clubs? What does greater impact mean in tangible terms? How about greater visibility and influence — or image? And, finally, how do we increase our financial sustainability and operational effectiveness along the way? The Board and Trustees are debating these questions to build a more tangible foundation from which to define and measure our success. We ask you to think in these terms, too. Increased financial sustainability and operational effectiveness

THE SURVEY SAID …

SURVEY CONDUCTED IN MARCH 2014 Over 67,000 Rotarians were asked to participate 15% responded Response is statistically valid Results accurately reflect Rotarian: Geography Age Gender Roles The latest survey was conducted in 2014. Over 67,000 Rotarians were asked to participate. 15% of the Rotarians invited responded. The rate of return is large enough to be statistically valid, and it accurately represents the Rotarian population in terms of: Geography Age Gender Roles

2014 SURVEY ON THE STRATEGIC PLAN The survey provided feedback on: Rotarian support for the strategic plan priorities and goals Strategic issues Rotarians believe will be important in 10 years Participation in strategic planning at club and district levels Relevance of the strategic plan to Rotary and Rotary clubs Implementation of the strategic plan

Agree with priorities and goals 2014 SURVEY HIGHLIGHTS Agree with priorities and goals Are increasingly aware of need for club strategic planning Support actions and initiatives related to strategic plan I would like to share the survey’s findings with you. Overwhelmingly, Rotarians: <click> Agree with the priorities and goals of the strategic plan <click> Are increasingly aware of the need for strategic planning <click> Support the actions and initiatives that Rotary has pursued in relation to the strategic plan

Consistency of views on priorities and goals AREAS OF STRENGTH Consistency of views on priorities and goals Increased awareness of the importance of club planning Rotarians’ recommendation of our organization Support for new grant model and sustainability High level of pride about campaign to end polio Agreement with Strengthening Rotary initiative

Concerns about the decline in membership AREAS OF OPPORTUNITY Concerns about the decline in membership Continuing concerns about public image and public 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

STRONG SUPPORT The findings of the survey were quite convincing: Nearly 100% of Rotarians surveyed support Rotary’s strategic plan and its three priorities. 96% believe the plan moves Rotary in a positive direction. 97% agree on Rotary’s three strategic priorities.

IMPORTANCE OF STRATEGIC PLANNING AT ALL LEVELS

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

Continue implementing current plan BOARD DIRECTION Continue implementing current plan Improve communication efforts emphasizing strategic initiatives Use standard measures for assessing progress toward priorities and goals Plan and prioritize initiatives in alignment with the strategic plan

ONGOING AND PLANNED STRATEGIC INITIATIVES

STRATEGIC INITIATIVES Support and strengthen clubs Strategies for attracting and engaging members Regional membership plans Simplified club invoicing process New member sponsor recognition pins Rotary Club Central and club strategy development

REGIONAL MEMBERSHIP PLANS

ROTARY CLUB CENTRAL Rotary Club Central is a fantastic tool for tracking your district or club’s Rotary service and Foundation giving. Rotary Club Central and Showcase are tools that will help us capture Rotary’s worldwide value.

STRATEGIC INITIATIVES Focus and increase service Polio eradication Rotary’s grant model Expanding donor and partner base Understanding Rotary’s global impact Project enhancement process

DISTRICT GRANTS GLOBAL GRANTS ROTARY GRANTS Help a community Make a bigger impact TAKE ACTION: rotary.org/grants

STRATEGIC INITIATIVES Enhance public image and awareness Strengthening Rotary’s image (Brand Center) Comprehensive polio eradication communication activities (2014-16) Enhanced website Social business strategy (Showcase, Ideas, Community Marketplace, Discussion Groups, etc.) World Headquarters’ Visitor Center

JOINING LEADERS EXCHANGING IDEAS TAKING ACTION

BRAND CENTER

WEBSITE

SOCIAL BUSINESS STRATEGY/SHOWCASE

ADDITIONAL RESOURCES FOR CLUBS AND DISTRICTS Strategic Planning Guide Be a Vibrant Club: Your Club Leadership Plan Club Assessment Tools Rotary coordinators District Planning Guide

Transforming our product WHAT’S NEXT? Transforming our product Remaining relevant to today’s changing market and societal needs Questioning the status quo Identifying new growth opportunities Considering ways that Rotary can prosper over the next 100 years

QUESTIONS