President, Rotary International OUR YEAR TOGETHER SAKUJI TANAKA President, Rotary International SUE STA. MARIA District Governor RID 3830 Club President

Note to Presenter: This presentation provides an overview of the progress on the Strategic Plan. Notes have been provided that contain key points and are not necessarily intended to be read as written so that you may adapt the content to your audience. INTRODUCTION Your introductory remarks

Why plan? Continuity Focus – Relevance and Impact Measurable Performance Indicators Raise our public profile Increase membership Energize established clubs We are all tasked with the critically important job of looking into the future and planning for the long-term success of our clubs and districts. Planning is guided by these principles: Focus on our core mission to provide service to others, promote integrity, and advance world understanding, goodwill, and peace through its fellowship of business, professional, and community leaders. continue to strengthen Rotary, its members and their vital service activities in the communities around the world to provide for the needs of our beneficiaries and prospective members, address the external factors affecting the organization, including how we are perceived improve the way we conduct our business by being innovative, and flexible in our approach to prepare Rotary for the foreseeable future. And, most importantly, RI is taking a long look at programs and activities to see if they are still relevant and serve our strategy. Now is the time to eliminate those programs and activities don’t add value to the organization or its brand any longer and reallocate those resources to new initiatives that will.

How we see the future… RI and clubs are bigger, better, bolder Our “Rotary product” is attractive Rotary is distinguished from other organizations Rotary’s contributions improve quality of life Action-oriented service strengthens image Changing, dynamic, and relevant Greatest civic organization in the world Based on all the feedback from Rotarians and the general public, these points summarize the vision for the organization Bigger, better, bolder clubs that make Rotary membership attractive Emphasize what distinguishes Rotary from other organizations <<click>> Connect improved quality of life with Rotary’s contributions in the public mind Clubs that are dynamic, responding to changing community and world needs Recognition of Rotary as a significant world and local community leader How do we take greater advantage of our core values to differentiate Rotary from other organizations and promote the benefits rotary provides? Our values DIVERSITY—FELLOWSHIP--LEADERSHIP –INTEGRITY –SERVICE Our priorities are focused on Strengthening our clubs Focusing our service efforts, and Enhancing our brand image and awareness 4

THINK BIG! ROTARIANS IN THE PHILIPPINES GOT A MATCHING GRANT TO BUILD AN ARTIFICAL REEF TO ASSIST LOCAL FISHERMAN TO INCREASE THEIR CATCH FOR THE COMMUNITY. BUT THINKING OUTSIDE THE SQUARE - WHY NOT MAKE THE ARTIFICAL REEF A GIANT ROTARY LOGO THAT CAN BE SEEN FROM ABOVE. SO THEY DID AND THEY GOT GREAT PUBLICITY!

Bigger, Better, Bolder. Bigger, Better, Bolder. Bigger, Better, Bolder Bigger, Better, Bolder! Bigger, Better, Bolder! Bigger, Better, Bolder! Bigger, Better, Bolder! Bigger, Better, Bolder! SET GOALS, ADD VALUE MEASURE PROGRESS THE STRATEGIC PLAN IS A CLEAR GUIDING DOCUMENT USE IT, TO BECOME BETTER, BOLDER, ULTIMATELY BIGGER! 6

The Club Strategic Planning Process

The PLAN is to determine: W The PLAN is to determine: Where are we now? - SWOT Analysis

The PLAN is to determine: W The PLAN is to determine: Where are we now? Where do we want to be in 3 years?

The PLAN is to determine: W The PLAN is to determine: Where are we now? Where do we want to be in 3 years? How do we get there? Annual Goals

The PLAN is to determine: W The PLAN is to determine: Where are we now? Where do we want to be in 3 years? How do we get there? How are we doing?

Four (4) Steps Club Planning Process Where are we now? - SWOT Analysis Where do we want to be? - 5 to 10 things you wanted to happen to your club in 3 years. How do we get there? - Develop strategic priorities - Define annual goals - Determine strategies, timeline, resource and people needed How are we doing? – Monitor/ Review plan annually

One size doesn’t fit all Individual Clubs will have Peculiar Plans Clubs will determine their own branding Provides flexibility Less prescriptive Inspires development Improves cooperation Community focused clubs Messages— The RI Plan is not a ”one size fits all” model for making strategic decisions. It’s intended to be a guide for RI to support clubs. It is NOT a Rotary club plan (this is a point to be stressed) It is RI’s plan, but is may be used as a guide by clubs – It is not a mandate. The plan is less prescriptive and allows clubs to tailor their activities to what fits for in each of their own communities and cultures. It provides clubs more flexibility and choice and. Recognizes local community and cultural differences Clubs can provide their members the opportunity to participate in new ways which helps clubs grow, diversify and stimulates cooperation among all club members. Each club can align its strategy to its current and prospective members, beneficiaries and partners to serve their needs.

1ST STEP Where are we now? SWOT ANALYSIS

Assessment Model: S W O T External Assessment: Environment, LGU’s community, social trends, technology, regulatory laws, economic cycles . Internal Assessment: Clubs’ assets, resources, people, culture, systems, partnerships, suppliers, . . . Easy to Understand Apply at any organizational level Needs to be Analytical and Specific Be honest about your weaknesses Good Points Possible Pitfalls SWOT

Strength’s Strength’s – Those things that you do well, the clubs’ expertise Strengths can be tangible: Committed members, efficient district support, very strong partnership, excellent financial condition Strengths can be intangible: Good leadership, strategic insights, strong club relationship, solid members reputation, good club vocational mix Often considered “Core Competencies” – Best leverage points for growth without draining your resources. Ex. Medical Expertise

Weaknesses Weaknesses – Those things that prevent you from doing what you really need to do Since weaknesses are internal, they are within your control Weaknesses include: Bad leadership, ageing members, untrained rotarians, insufficient resources, poor club leadership plan, lack of inspired members and poor recruitment policy, outdated technologies, lack of planning.

SWOT ANALYSIS STRENGTH’S WEAKNESSES 1 Diverse Classification 2 Committed Members 3 Strong Bonds among Members 4 Fun Filled Fellowship 5 Flagship Projects (Meals from the Heart, Aetas, Singing Contest, Avoidable Blindness, Pharex ) 6 WEAKNESSES 1 Lack of Funding 2 Diverse Personalities 3 Not fully “Rotarized” 4 Lack of Commitment of some members 5 Poor Project attendance 6 7 8

Opportunities Opportunities – Potential areas for service, development, focus and gov’t priorities. i.e. global warming, disaster mgm’t, education, health External in nature – Community environment, unhappy residents’ of a community, better economic conditions, failed to get support from District and RI Timing may be important for capitalizing on opportunities

Threats Threats – Challenges confronting the club, external in nature Threats can take a wide range – uncooperative adopted community, shifts in District Policy, new RI regulations, . . . May be useful to classify or assign probabilities to threats The more accurate you are in identifying threats, the better position you are for dealing with the “sudden ripples” of change

SWOT ANALYSIS OPPORTUNITIES THREATS 1 Education (Teacher Effectiveness) 2 District Grants(Interact e-Library? P25K) 3 Leverage Sister Clubs 4 Matching Grants(Water Filter Project) 5 Litre Of Light 6 Legal Consultation Clinic 7 Liza/Jean – Financial literacy 8 THREATS 1 Last Yr for Matching Grants 2 Competition for Funding 3 Competition for Sister Clubs 4 5 6 7 8

2nd STEP Where do we want to be? We want to be an effective club compliant to RI’s Strategic Priorities

Things you wanted to happen in 3 years Support and Strengthen Clubs Required: Adopt a 3-year-strategic plan with specific long-term and annual goals (RIPC) Membership by March 30, 2013: Clubs below 25 must reach 25 Other clubs, net gain of two (RIPC) At least 40% registration in DISCON Continuity in Club Leadership Minimum 3 of RI Presidential Citation

Things you wanted to happen in 3 years Focus and Increase Humanitarian Service Required: Participate in a sustainable service project in at least one Area of Focus At least one service project covering all the Avenues of Service At least one service project in at least one Area of Focus 100$ per capita on TRF Continue Sustainable Club Flagship Projects Minimum 3 of RI Presidential Citation

Things you wanted to happen in 3 years Enhance Public Image Required: Undertake a significant public image campaign using RI’s “Humanity in Motion” or “This close” campaign Minimum 3 of RI Presidential Citation

3rd STEP How do we get there?

TO GET THERE.. we need STRATEGIES Where we want to go ‘GOALS/OBJECTIVES’ The bridge... How do we get there? Strategy Where we are now GAP

STRATEGY TREE (RID3830-Model) YEARLY GOALS STRATEGIES STRATEGIC PRIORITIES 2010 Rotary Coordinator | 28

Support and Strengthen Clubs YEAR Annual Goals Strategy Timeline Resource Rotarian Responsible 1st 1.Meetings 2.Membership 3.Fund Raising 4.Fellowship 2nd 1. 2. 3. 4. 3rd

Increase Humanitarian Service YEAR Annual Goals Strategy Timeline Resource Rotarian Responsible 1st 1.Vocational 2.Community 3.International 4.NewGen 5.TRF 2nd 1. 2. 3. 4. 3rd

Enhance Public Image 1st 2nd 3rd YEAR Timeline Annual Strategy Goals Resource Rotarian Responsible 1st 1.4 Way Test 2.Polio Plus 3.Service Proj. 4.Core Values 2nd 1. 2. 3. 4. 3rd

4th STEP How are we doing?

How are we doing? Create a strategic planning team to regularly monitor progress and recommend revisions to the plan, if needed. Allocate sufficient resources for the plan’s implementation. Continually evaluate all decisions to make sure they support the plan, providing feedback to the strategic planning team on their implementation. Review your strategic plan annually with all club members, including the vision statement, strategic priorities, and annual goals, and revise it as needed.

Four (4) Steps Club Planning Process Where are we now? - SWOT Analysis Where do we want to be? - 5 to 10 things you wanted to happen to your club in 3 years. How do we get there? - Develop strategic priorities - Define annual goals - Determine strategies, timeline, resource and people needed How are we doing? – Monitor/ Review plan annually

Strategic Planning Committee Guidelines The Planning should be participated by at least 30% of the club members The President, President-Elect (PE), and the President-Nomineee (PN) are the major participant of the strategic planning process. The desired output is a three (3) year Club Strategic Plan. The 3 year plan should be approved by the Club Board and adopted by the club leadership

Suggested Sequence/ Program 15 Minutes - Amenities 15 Minutes - Overview 2 Hours - Team Building/Bonding 1 hr. 30 min - Step 1 – SWOT 1 Hour - Lunch 1 Hour - Step 2 – Destination 2 Hours - Step 3 – Strategies 30 Minutes - Step 4 – Monitoring 30 Minutes - Wrap-Up/Summary

Cluster ___ IPP’s PE PP’s PN 2010 Rotary Coordinator | 37

What’s next? “Vision without action is a daydream. Action without vision is a nightmare.” — Japanese Proverb The future of Rotary is bigger, better and bolder clubs. Your Board recognizes how important it is to not only have reachable goals, but to take targeted actions to achieve them. There is still a lot of work to do to realize Rotary in the 21st century.

Thank You

SWOT / TOWS Matrix Strengths Weaknesses Opportunities S-O strategies   Strengths Weaknesses Opportunities S-O strategies W-O strategies Threats S-T strategies W-T strategies

SWOT / TOWS Matrix S-O strategies pursue opportunities that are a good fit to the clubs strengths. W-O strategies overcome weaknesses to pursue opportunities. S-T strategies identify ways that the club can use its strengths to reduce its vulnerability to external threats. W-T strategies establish a defensive plan to prevent the organization's weaknesses from making it highly susceptible to external threats.