Why a Strategic Plan?

Strategic planning is a key responsibility for all Boards / Leadership Teams irrespective of the type of organisation they govern.

 

Through the Strategic Plan a Board / Leadership Team sets goals and objectives and outlines the way it will achieve them. The time line for a Strategic Plan can vary depending on circumstances and how they may change. Generally they range from three to five (3-5) years.

 

In our case, a three (3) year time frame is considered appropriate as it aligns with our District succession planning time line, and will allow for consistency and continuity of the Strategic Planning framework.

 

What we are presenting  is a DRAFT format for the District Strategic Plan.

  • This is a living Document.
  • Although it has a three year time frame it will be assessed and reviewed annually.
  • This gives us the ability to
    • be flexible
    • take account of changes in RI strategy
    • adapt to changes in our communities
    • adapt to changing opportunities and expectations

 

The District Strategic Plan is developed / reviewed setting out how the District will continue to meet its goals and objectives taking into account the process as outlined above.

 

Another important consideration in the planning process is the way in which the plan may affect the District Risk Profile and hence its risk management policies and framework.

 

Current situation:

  • RI Strategic Plan exists but is generally unknown
  • District currently does NOT have a Strategic Plan
  • Club Visioning / Strategic Planning process is done by some Clubs, and generally occurs independently

 

It seems obvious to say that if RI’s Strategic Plan informed a District Strategic Plan, which in turn informed Club Strategic Plans, then we could achieve some form of alignment with the possibility of producing significantly enhanced outcomes.

 

The ROTARY INTERNATIONAL STRATEGIC PLAN

  1. The Rotary Mission

We are leaders who act responsibly and take action to tackle some of the world’s most pressing challenges.

 

  1. Rotary International’s Three Strategic Goals            
  2. Support and strengthen Clubs
  3. Focus and increase humanitarian service
  4. Enhance public image and awareness

             

  1. Our Values

Fellowship            Integrity            Diversity            Leadership            Service            

 

From Our Values we draw the following:

  1. The Object of Rotary

Encourage and foster the ideal of service as a basis of worthy enterprise and, in particular, to encourage and foster:

FIRST: The development of acquaintance as an opportunity for service

SECOND: High ethical standards in business and professions: the recognition of the worthiness of all useful occupations: and the dignifying of each Rotarian’s occupation to serve society

THIRD: The application of the ideal of service in each Rotarian’s personal, business and community life

FOURTH: The advancement of international understanding, goodwill, and peace through a world fellowship of business and professional persons united in the idea of service

 

  1. The Four Way Test

A nonpartisan and nonsectarian ethical guide for Rotarians to use for their personal and professional relationships:

  1. Is it the TRUTH?
  2. Is it FAIR to all concerned?
  3. Will it build GOODWILL and BETTER FRIENDSHIPS?
  4. Will it be BENEFICIAL to all concerned?

 

  1. Avenues of Service

Club Service

A thriving Club is anchored by strong relationships and an active membership development plan

Vocational Service

                                    To work with integrity and contribute expertise to the problems and needs of society            

                           Community Service

To find ways to improve the quality of life for people in their communities and to serve the public interest

 International Service

Exemplifies our global reach – sponsoring or volunteering on international projects, seeking partners abroad, and more

Youth Service

Empowering youth and young professionals through leadership development programs

  1. Areas of Focus (The Rotary Foundation)
  2. Promoting peace
  3. Fighting disease
  4. Providing clean water
  5. Saving mothers and children
  6. Supporting education
  7. Growing local economies

 

  1. Code of Conduct

As a Rotarian I will:

  1. Act with integrity and high ethical standards in my personal and professional life
  2. Deal fairly with others and treat them and their occupations with respect
  3. Use my professional skills through Rotary to mentor young people, help those with special needs, and improve people’s quality of life in my community and in the world
  4. Avoid behavior that reflects adversely on Rotary or other Rotarians

 

This culminates in the Rotary motto of … ‘Service above Self’

_____________________________________

 

Our THREE STRATEGIC GOALS  –  in detail

 

  1. SUPPORT AND STRENGTHEN CLUBS
  • Foster Club innovation and flexibility
  • Encourage Clubs to participate in a variety of service activities
  • Promote membership and diversity
  • Improve member recruitment and retention
  • Develop leaders
  • Start new Clubs
  • Encourage strategic planning at District and Club level

 

  1. FOCUS AND INCREASE HUMNITARIAN SERVICE
  • Increase sustainable service
  • Eradicate polio

 

  1. ENHANCE PUBLIC IMAGE AND AWARENESS
  • Unify image and brand awareness
  • Publicise action-oriented service
  • Promote core values
  • Emphasise vocational service
  • Encourage Clubs to promote their networking opportunities and signature activities

Updated May 20 2017