1. ROTARY STRATEGIC PLAN UPDATE
TITLE
Rotary Institutes
2014

2. ROTARY’S STRATEGIC PLAN

3. 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.

4. 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

5. 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

6. 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

7. 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

8. THE SURVEY SAID …

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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.

15. IMPORTANCE OF STRATEGIC PLANNING AT ALL LEVELS

16. 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%

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

18. ONGOING AND PLANNED STRATEGIC INITIATIVES

19. 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

20. REGIONAL MEMBERSHIP PLANS

21. 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.

22. 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

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

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

26. JOINING LEADERS
EXCHANGING IDEAS
TAKING ACTION

27. BRAND CENTER

28. WEBSITE

29. SOCIAL BUSINESS STRATEGY/SHOWCASE

30. 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

31. 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

32. QUESTIONS