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

2. 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

3. 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.

4. 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

5. 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!

6. 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

7. The Club Strategic Planning Process

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

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

10. 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

11. 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?

12. Four (4) Steps Club Planning Process
Where are we now? SWOT Analysis
Where do we want to be? 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

13. 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.

14. 1ST STEP
Where are we now?
SWOT ANALYSIS

15. 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

16. 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

17. 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.

18. 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

19. 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

20. 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

21. 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

22. 2nd STEP
Where do we want to be? We want to be an effective club compliant to RI’s Strategic Priorities

23. 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

24. 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

25. 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

26. 3rd STEP
How do we get there?

27. 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

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

29. 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

30. 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

31. 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

32. 4th STEP
How are we doing?

33. 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.

34. Four (4) Steps Club Planning Process
Where are we now? SWOT Analysis
Where do we want to be? 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

35. 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

36. 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

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

38. 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.

39. Thank You

40. 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

41. 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.